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HomeMy WebLinkAbout2013-1119 Council Agenda PACKET CITY OF ASHLAND x r Nu lac , r : i~ m Important Any c ttzen may orally address the Councd'on non agenda items dunng;the 1 ubhc .Fo m ~ h ~My crt ien may'submit written .q to x<^:b' * a thei 'mR s. '-A r comments to the';Council on !i4 item ort t h s . e Age,wwaaa unlwess.it is subject of a pq bcc;h f ing d`tl a rec rd ~s closed pme pe` ittmg, lh e g Office may allow orgy [eshmonyjj:,If foyou wish tospeak please"fll out the'SpeakerRequest form located 'n- the entrancezo the 6ouncll_~ ,1'resryd,n Chambrs The chairwill recognize you and;inmt you as [o [he erriountpfhme tted to youfa~ijr' l hm g anted will be°~dependen~ tto m w . w+... o ,r^ .~z> r ..s* -aaw zw~ r^ . wy s l. and the length of the agenda .u. sMi some a#eut on the nzhiie of the dam undei.'discussion; the number of people who w~sh;to spea „w - - i~swwr.R AGENDA FOR THE REGULAR MEETING ASHLAND CITY COUNCIL November 19, 2013 Council Chambers 1175 E. Main Street Note: Items on the Agenda not considered due to time constraints are automatically continued to the next regularly scheduled Council meeting [AMC 2.04.030.E.] 7:00 p.m. Regular Meeting 1. CALL TO ORDER II. PLEDGE OF ALLEGIANCE III. ROLL CALL IV. MAYOR'S ANNOUNCEMENTS V. APPROVAL OF MINUTES 1. Joint Meeting of October 29, 2013 2. Study Session of November 4, 2013 2. Business Meeting of November 5, 2013 VI. SPECIAL PRESENTATIONS & AWARDS' 1. Proclamation regarding fallen Police Reserve Officer Robert Libke of Oregon City, Oregon VII. CONSENT AGENDA 1. Acceptance of Commission minutes 2. Award of a professional services contract in excess of $75,000 for engineering and construction administration of the Bear Creek Parallel Trunk Sewer project 3. Economic Development Strategy Quarterly Update 4. Approval of special procurement for Construction phase of Calle Guanajuato project COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9 VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US VIII. PUBLIC HEARINGS (Persons wishing to speak are to submit a "speaker request form" prior to the commencement of the public hearing. All hearings must conclude by 9:00 p.m., be continued to a subsequent meeting, or be extended to 9:30 p.m. by a two-thirds vote of council (AMC §2.04.050}) None IX. PUBLIC FORUM Business from the audience not included on the agenda. (Total time allowed for Public Forum is 15 minutes. The Mayor will set time limits to enable all people wishing to speak to complete their testimony.) [15 minutes maximum] X. UNFINISHED BUSINESS None XI. NEW AND MISCELLANEOUS BUSINESS 1. Infrastructure Financing Authority, Water Fund Financing Alternatives 2. Annual Review of Investment Policy for the City of Ashland 3. Discussion of regular reporting by boards and commissions or Council liaison XII. ORDINANCES, RESOLUTIONS AND CONTRACTS 1. Approval of a resolution titled, "A resolution accepting changes to the financial management policies and accounting methodologies" XIII. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XIV. ADJOURNMENT In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735-2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9 VISIT THE CITY OF ASHLAND'S WEB SITE AT W W W.ASHLAND.OR.US City Council - Parks Joint Meeting October 29, 2013 Page 1 of4 MINUTES OF THE JOINT MEETING ASHLAND CITY COUNCIL ASHLAND PARKS & RECREATION COMMISSION October 29, 2013 Council Chambers 1175 E. Main Street CALL TO ORDER Mayor Stromberg and Park Commission Chair Stefani Seffinger called the meeting to order at 7:05 p.m. in the Civic Center, Council Chambers. ROLL CALL Councilor Morris, Slattery, Voisin, Marsh, Rosenthal, and Lemhouse; Parks Commissioner Landt, Shaw, and Gardiner were present. Parks Commissioner Lewis was absent. Chair Seffinger explained public input would occur at the end of the meeting. OVERVIEW OF SESSION Mayor Stromberg read the cover letter and explained the emphasis for the meeting was discovering and confirming areas of agreement and directing subjects that may require additional work. DISCUSSION OF ad hoc PARKS FUNDING COMMITTEE RECOMMENDATIONS Chair Seffinger clarified they would not discuss item 47. The Committee brought it forward as a suggestion, not a recommendation. Councilor Marsh Chair of the Ad Hoc Parks Funding Committee explained the steps the Committee followed when making recommendations were Step 1: Identification of funding characteristics; Step 2: Analysis of funding options; Step 3: Addressing the gaps; and Step 4: Additional budget recommendations. The only option that provided sustained and adequate funding for the Parks and Recreation Department over the short-term was funding the Parks and Recreation Department from the General Fund. She went on to summarize the following recommendations: 1. Clarify management responsibilities by memorializing them in a Memorandum of Understanding between city administration and the Parks and Recreation Department. Councilor Marsh explained City Administrator Dave Kanner, and Parks and Recreation Director Don Robertson collaborated on the proposed Management: Planning; Organizing; Budgeting; Directing and Evaluating document that would become the basis for the Memo of Understanding (MOU). Parks and Recreation Director Don Robertson and City Administrator Dave Kanner clarified when they worked on the table that delineated management responsibilities they focused primarily on administrative management responsibilities. An elected body typically hired directors. The MOU established personnel rules and policies with guidance from the Legal, Finance, and Personnel departments. The current employee handbook for Parks and Recreation staff was consistent with policies for City staff. Mr. Kanner added individual departments could adopt policies as long as they were consistent and not less restrictive than the personnel rules. The Parks Commission and Council directed Mr. Robertson and Mr. Kanner to create an MOU based on the Management: Planning; Organizing; Budgeting; Directing and Evaluating document. 2. A revised budget process that ensures that P&R needs are understood and reviewed before and during the budget process. Councilor Marsh explained the proposed Parks budget process for 2015-2017 would include the following: 0 Joint Council-Parks Commission meeting to discuss goals and budget priorities City Council - Parks Joint Meeting October 29, 2013 Page 2 of 4 • Parks Commission would attend the Budget Assumptions meeting, and the Parks Commission Chair and Parks and Recreation Director would meet with the Budget Officer • Parks and Recreation Director would also present the proposed Parks Department budget to the Parks Commission during a regular Commission meeting. The Parks Commission would send specific recommendations to the Budget Committee in advance of the first budget meeting but not before staff delivered the budget to the Committee • A Joint Council-Parks Commission meeting would also happen to discuss any budget concerns. Staff clarified the Budget Committee was prohibited by State Law to meet and discuss the budget prior to the first presentation of the budget. The Budget Committee could prescribe its own process for deliberating and state law only required them to deliberate and take public input at the Budget Committee's discretion. The only thing the Budget Committee could not do was allow the Parks Commission to vote. Additionally they could not have an elected official be part of the non-city council portion of the Budget Committee. Councilor Marsh summarized the discussion by noting general agreement on the initial meeting to discuss priorities. If the Parks Commission attended the Budget Assumptions meeting, the Budget Committee could engage them. In general, the groups supported the Parks Commission chair participating with the Budget Officer. They also agreed on the Parks and Recreation Director presenting the budget to the Parks Commission with the Commission making specific recommendations prior to the first budget meeting. Council would talk to the Budget Committee chair regarding Parks Commissioners or representatives' to attend the Budget Assumptions meeting and the Parks and Recreation budget presentation to the Budget Committee. The Parks Commission and Council thought the Parks Commission could respond to the Budget Committee regarding their budget after the Parks and Recreation presentation to the Budget Committee and before the final Budget decision. Both the Council and Parks Commission agreed on the proposed changes. They also agreed on discussing the changes with the Budget Committee. 3. Commit to renew Council-Commission communication through joint meetings of both bodies, and/or via the establishment of a dedicated joint committee. Councilor Marsh outlined the recommendations: Option I would form a Joint Committee comprised of two City Councilors and two Parks Commissioners. The Mayor would appoint Council members confirmed by the Council and the Parks Commissioner Chair would appoint Parks Commissioners. The Joint Committee would meet quarterly or as determined by the members. Option 2 would establish a schedule of regular meetings that included full participation from the Council and Parks Commission. Council suggested a third option that incorporated both Option 1 and 2. Both groups supported assigning a joint planning committee to move forward on options for future meetings. 4. Dedicate the current Ending Fund Balance to a Special Reserve Fund. • Ending Fund Balance (EFB). The current EFB for the biennium (approximately $587,000) is no longer needed to serve as beginning cash flow for the next budget period since Parks & Recreation is now funded through the General Fund. EFB would be dedicated for park purposes and placed in a Special Reserve Fund with expenditures to be determined by Park Commission. The discussion raised concern on increased fees and how the EFB changed during the recent budget cycle. A suggestion was made that the Parks Commission determine how they would use the EFB and bring results to a meeting with Council for discussion. Additional comments expressed concern the Parks Commission should have control over the allocation and expenditures of the $587,000 in the EFB. Councilor Marsh summarized over the next 18 months, they would have discussions with the Budget City Council - Parks Joint Meeting October 29, 2013 Page 3 of 4 Committee, review outcomes of the EFB, and discuss overriding goals and objectives. 5. Review and adopt an incentive policy to reward Parks management for creative programming and/or cost-effective practices. Ms. Marsh explained this recommendation potentially included the following policies: 1) Assignment of budget surplus: Monies budgeted but not spent during the biennium will be added to revenues generated by the department (fees, rental income) that exceeded the budgeted amounts; the total will be evenly divided between the General Fund and Parks & Recreation. Parks and Recreation funds would be placed in the department's Capital Fund. 2) Assignment of revenue only: Parks and Recreation will wholly retain revenue generated by the department (fees, rental income) that exceeds budgeted amounts. Funds would be placed in the department's Capital Fund 3) Assignment of excess Materials and Services revenue: Monies budgeted but not spent solely in the Materials and Services category would be placed in the department's capital fund. City Administrator Dave Kanner noted incentive programs could be problematic and flawed. Staff could work on a policy and bring it to the Budget Committee for discussion. The incentive plan should apply to all City departments as well. Policy Option 3 seemed the most feasible. He addressed Option 2 and noted another issue was by law, the Budget Officer was required to make good faith estimate of revenues. These estimates would go into the Budget, and it would be difficult to come up with something meaningful in terms of the Parks and Recreation Department generating excess revenues, specifically revenues not already budgeted. Staff would review the options and gather information for discussion when the Budget Committee met. 6. Initiate a TOT study to assess the feasibility of instituting an increase in the Transient Occupancy Tax that could be dedicated to P&R funding (most likely Lithia Park maintenance and development). Ms. Marsh explained the recommendation would go on a ballot before the voters as a presently known dedicated tourist-oriented use. Council and Parks Commission discussed concerns regarding increasing the TOT, supporting comments noted it could conceivably decrease property taxes. Other comments thought there was enough money in the budget to accomplish what was needed. Opposing comment expressed there might not be enough money in the future. City Administrator Dave Kanner explained the first thing that needed to occur was some form of scientific study to prove that Lithia Park was a tourism related facility per the statutory definition. One way to determine that would be stationing people at the entrances of Lithia Park with clipboards during peak tourist season and ask people where they were from and where they were staying. Mayor Stromberg noted the City and Parks Commission had not demonstrated the need for additional funds. Other comments stated property taxes was the mechanism used to fund parks. Both groups agreed to delay discussion to hear public input. 7. Review existing policies and documents for consistency with current practices. Item removed from discussion. 8. PUBLIC INPUT City Council- Parks Joint Meeting October 29, 2013 Page 4 of 4 Graham Sheldon/70 Water Street/Explained he was the owner of Water Street Inn, the president of the Ashland Bed and Breakfast Network and a member of the Visitor Convention Bureau Committee. He referred to TOT (Transient Occupancy Tax) and commented state law allowed 30% of the revenue to be spent on the General Fund and 70% allocated to causes designed to increase tourism from people living more than 50 miles away. Although calling Lithia Park a tourist destination may technically allow it to be legal to divert 100% of the proceeds, he thought it violated the spirit of the law and would not serve the city well. Abi Maghamfar/451 North Main Street/Ashland Lodging Association/Expressed concern with the discussion regarding TOT. The US economy was still suffering from the 2008 meltdown. Tourists were counting every penny for their travel. The current 10% lodging tax was high enough. Increasing it to 13% would place Ashland as the second highest in the state after Portland. The City needed to provide more incentive for tourists to visit Ashland. If the parks system needed more money, they needed to demonstrate the need for additional funds. The current budget allocated $16,000,000 to the Parks and Recreation fund and there did not appear to be a Capital Improvement Plan on how they would spend the money. There was no reason to ask for more money. Lois Van Aken/740 Central Avenue/Explained she owned Central Avenue Cottage and opposed increasing the TOT. It would have a negative effect on the local lodging businesses. Due to the City's lack of enforcement over the past 5-7 years, there was a proliferation of unlawful traveler's accommodations. Progress has happened but there was a long road ahead and an unfair playing field. The TOT was already high and raising it from 9% to 13% was a steep increase. She urged Council not to raise the TOT for many years because it was already unfair for Ashland lodging businesses. Councilor Marsh clarified there was no proposal to raise the TOT. WRAP UP Councilor Marsh summarized the agreements that included the following: • Clarifying management responsibilities by directing staff to draft an MOU (Memo of Understanding) • Revise the budget process by scheduling a discussion of the recommendations with the Budget Committee and include participation from the Parks Commission • Parks Commission and Council committed to renewed communication by assigning a planning committee that will plan the next joint meeting • Continue the discussion regarding the Ending Fund Balance by asking the Parks Commission to determine how they would spend the money and • Review and continue to work on a potential incentive policy before the Budget-Council meeting June 2014 with discussion by the Parks Commission and Council prior. Both bodies deferred the TOT study pending discussion regarding the overall budget needs of the Parks and Recreation Department. ADJOURNMENT Meeting adjourned at 9:33 p.m. Respectfully submitted Barbara Christensen City Recorder Minutes for the City Council Study Session November 04, 2013 Page 1 of 3 MINUTES FOR THE STUDY SESSION ASHLAND CITY COUNCIL Monday, November 4, 2013 Siskiyou Room, 51 Winburn Way Mayor Stromberg called the meeting to order at 5:30 p.m. in the Siskiyou Room. Councilor Rosenthal, Voisin, Morris, Marsh, Lemhouse, and Slattery were present. 1. Look Ahead review There were no questions regarding the Look Ahead. 2. Discussion of short-term rentals in R-1 (single family residential) zones City Administrator Dave Kanner explained if Council wanted to consider changing the zoning code for R-1, it would go to the Planning Commission for land use recommendations then back to Council as an ordinance. Council could provide parameters for short-term rentals in the R-1 zone before forwarding it to the Planning Commission. Council was interested in sending short-tern rentals in the R-1 zone to the Planning Commission for their recommendations. It would allow a public debate so both sides of the issue had the opportunity to speak. Parameters included protecting the stock of accessory units for long-term rentals, options for renting bedrooms within existing homes or scenarios that did not damage rental stock, possible Bed and Breakfasts in the R-I zone, and the 200-foot setback requirement for R-2 and R-3 zones. Council wanted general information on accessory units that included stock, supply, and the number of zoned dwellings. Other comments wanted the Planning Commission to focus on the overall picture, preferred no parameters with the Commission providing with a variety of recommendations. Opposing comment would not support accessory units as short-term rentals. Mr. Kanner stated that meantime, it was illegal to provide short-term travelers accommodations in the R-1 zone, and the City had begun strictly enforcing the code. Mayor Stromberg further explained having the Council forward the issue to the Planning Commission for their recommendations did not imply endorsement. Community Development Director Bill Molnar thought the issue could go on the Planning Commission agenda early December to start the discussion. Mayor Stromberg added Councilors that wanted to add or refine requirements for the Planning Commission could do so outside of the meeting over the next twelve days. 3. Discussion of whether and how to consider additional improvements to the downtown plaza Councilor Slattery suggested a master plan for the Plaza for further improvements. Councilor Lemhouse noted work currently happening regarding beautification efforts throughout the City and thought it would be a mistake to look at the Plaza separate from the rest of the downtown. City Administrator Dave Kanner added the Administration Department staff would present beautification efforts and projects to Council at the December 17, 2013 meeting. Councilor Voisin commented on 300-400 signatures on a petition from citizens that wanted to change the pavers in the Plaza. She proposed establishing an ad hoc committee charged with replacing the pavers then creating a plan in correlation with the beautification process. Minutes for the City Council Study Session November 04, 2013 Page 2 of 3 Mr. Kanner explained the Council by resolution set aside a portion of Transient Occupancy Tax (TOT) for capital improvements. Staff was focusing on the city overall and what to do with the money. There was $128,000 in the current biennium with $10,000 already spent. Council supported public input but others did not favor having another ad hoc committee. Comments noted the Plaza as a working and gathering space and did not want that usage diminished. Supportive comments for a committee explained the focus could start on the downtown and move out from there project-by-project. One comment strongly supported replacing pavers with a pattern similar to the Calle Guanajuato area. Council majority supported a comprehensive plan that tied further improvements to the Plaza to the overall look downtown that included a budget, predictable cycle of funding projects, and empowerment for people to make choices instead of complaint driven suggestions. Council discussed having staff provide a list of projects and budget information at the December 17, 2013 Council meeting then form a committee to review and provide recommendations. Opposing comment thought the committee should form first. Mr. Kanner explained staff was in the process of putting together a list of beautification projects and would have a concept for Council by the December 17, 2013 meeting. Council stressed the need for citizen input. Mr. Kanner thought Open City Hall on the City website could serve as a brainstorming tool for the community. Mayor Stromberg summarized the City was looking at citywide beautification projects with suggestions from staff and public all run through a process lead by a citizens committee. First they would take an overall look at all possibilities in town, get feedback from Council, focus on certain items and bring it back to Council for a decision. Public input would be included at all stages once Council had a concept and agreement on the process, including using Open City Hall. The City Administrator would pull together a concept or loose plan that Council could refine or change. 4. Discussion of City position on ODOT application to amend conditions of approval for the Siskiyou Rest Stop project Mayor Stromberg provided background on the Welcome Center explaining some were comfortable with it and others had security concerns since it was close to the Oak Knoll neighborhoods. Council agreed to provide potable water and sewer to the Welcome Center with certain conditions that included it was never a Rest Stop, staffed seven days a week, and had an Oregon State Police office. Council added the project needed full finds prior to construction and potable water for indoor services only. However, the Order forwarded to Jackson County in 2011 did not specify the indoor potable water requirement. City Attorney Dave Lohman stated he sat on the Oregon Department of Transportation (ODOT) Commission and that did not present a conflict to discussion. He would review the Order and determine what reigned regarding the potable water requirement. Mayor Stromberg explained the City tried to structure the situation to get a fully staffed Welcome Center with a state police office, and control the water in specific ways with a commitment to the project 2015. Jackson County had to give permission for an exception to state land use goals because the land was high quality farmland. It went through Jackson County Planning and Jackson County Commissioners. At some point Jackson County required the City to provide water and sewer. The Jackson County decision was appealed to Land Use Board of Appeals (LUBA). City Administrator Dave Kanner further explained LUBA remanded it to Jackson County who adopted a new ordinance remanded August 2013. The ordinance was appealed to LUBA and LUBA had not taken action. ODOT could move forward while the project was under appeal at their risk. They would still have to meet all the County and City conditions. This current action by ODOT changed nothing in the Minutes for the City Council Study Session November 04, 2013 Page 3 of 3 agreement with the City. The agreement was an Order by the City of Ashland and remained standing with all the original requirements. One of Jackson County conditions of approval in 2009 was ODOT reach an agreement with the City of Ashland regarding water and sewer and the City said no irrigation water. ODOT made other arrangements for irrigation water and requested the County to amend their conditions of approval that Ashland would not provide irrigation water but Talent Irrigation District (TID) would. ODOT planned to use an alternative irrigation system using bags that would meter water trucked to the Welcome Center for the first three years while the plants and trees established. An irrigation exemption was part of the Jackson County Land Development Ordinance and not part of the approval. ODOT would replace any plants or trees that did not survive. Council majority was interested in sending a letter to ODOT reiterating the original conditions of the June 2011 Order and did not want Jackson County making changes that would affect that agreement. Opposing comments thought the requirements were clear in the Order and the Intergovernmental Agreement (IGA) would ensure ODOT met the standards. Another concern was a requirement to irrigate the entire site. Mr. Lohman was not aware the City made irrigation of the entire site a condition of approval. Mr. Kanner clarified the City would not provide irrigation water for the Welcome Center. ODOT's request of Jackson County did not affect Ashland because it pertained to irrigation water, not potable water. Council discussed adding the discussion to the business meeting the following night. Opposing comment noted ODOT had purchased TID water 10-12 times the amount needed to provide irrigation to the Welcome Center and would only use one tenth. If added to the agenda, it needed to be clear the discussion pertained to sending a letter reaffirming the Order and nothing else. Comments supporting adding the item to the agenda would allow public input and staff could clarify irrigation and building requirements for the Welcome Center. Mr. Kanner emphasized ODOT could not make changes to the City's Order of City Council and had to prove they had funds prior to construction. Meeting adjourned at 7:00 p.m. Respectfully submitted, Dana Smith Assistant to the City Recorder Regular City Council Meeting November 5, 2013 Page] of 9 MINUTES FOR THE REGULAR MEETING ASHLAND CITY COUNCIL November 5, 2013 Council Chambers 1175 E. Main Street CALL TO ORDER Mayor Stromberg called the meeting to order at 7:00 p.m. in the Civic Center Council Chambers. ROLL CALL Councilor Voisin, Morris, Lemhouse, Slattery, Rosenthal, and Marsh were present. Councilor Slattery/Morris m/s to add to the agenda consideration of a letter to Jackson County regarding Oregon Department of Transportation's (ODOT) application to amend the conditions of approval for the Siskiyou Welcome Center Project No. 27 of Jackson County Ordinance 2009-7 and requesting an exemption from the automatic irrigation requirement in LDO 9.2.8. Voice Vote: all AYES. Motion passed. The agenda item went under NEW & MISCELLANEOUS BUSINESS as number 5. Councilor Marsh/Slattery m/s to add to the agenda discussion regarding the submission of a letter to Jackson County Commissioners urging the placement of non-partisan election of County Commissioners before the voters. Voice Vote: all AYES. Motion passed. The agenda item went under NEW & MISCELLANEOUS BUSINESS as number 6. Councilor Rosenthal/Voisin m/s to move agenda item number 1 under ORDINANCES, RESOLUTIONS AND CONTRACTS to Section VI. Voice Vote: all AYES. Motion passed. MAYOR'S ANNOUNCEMENTS 1. Council approval of Mayor's appointments to the joint planning committee of the City Council and Parks Commission Council discussed the need of a formal committee in order to set agendas for a joint meeting of the Council and Parks Commission. Council expressed concern regarding transparency and it was clarified the group would make no decisions. APPROVAL OF MINUTES The minutes of the Executive Session of October 14, 2013, Study Session of October 14, 2013 and Business Meeting of October 15, 2013 were approved as submitted. SPECIAL PRESENTATIONS & AWARDS ORDINANCES, RESOLUTIONS AND CONTRACTS 1. Approval of a resolution titled, "A resolution approving a Jackson County Order to initiate formation of a Jackson County Library Special District and consenting to the inclusion of city territory within the boundaries of the district" Jackson County Commissioners Don Skundrick and Don Rachor explained the Jackson County Budget Committee determined the County could no longer continue funding libraries resulting in the formation of a Library Service District that would unfold in three phases. During Phase 1, 2013-2014, the County would continue to fund libraries. If no additional monies came in Phase 2 would shut down the fourteen satellite libraries and keep the Medford library open. If again there were no available funds at the end of Regular City Council Meeting November 5, 2013 Page 2 of 9 2014-2015, Phase 3 would close the Medford library. The Jackson County Board of Commissioners agreed to the formation of the Jackson County Library Service District and planned to place a measure on the May 2014 ballot to establish a permanent tax rate of $0.60 per $1,000 of the assessed value for the district's operations. Every City Council in the County needed to vote to allow citizens to vote on the measure. Not allowing citizens to vote would leave that entity outside of the district and the library would close. If the measure failed countywide, municipalities that voted in favor would have the option of forming their own special district and contract with the County for services and distribution of materials. City Administrator Dave Kanner added Ashland's local option library levy would not go away if the countywide measure failed and would still bring in $400,000. The City could use the funds to contract with the County for minimal level of services. Councilor Slattery/Lemhouse m/s to approve Resolution #2013-36. DISCUSSION: Councilor Lemhouse explained it was important citizens had the opportunity to vote and the library would be better off in a district then alone. Councilor Voisin expressed concern the measure might not pass and wanted to be ready in case it failed. Commissioner Skundrick was confident the measure would pass. Roll Call Vote: Councilor Slattery, Rosenthal, Marsh, Voisin, Lemhouse and Morris, YES. Motion passed. Mayor Stromberg went on to announce vacancies on the Citizen's Budget Committee with a November 15, 2013 deadline. In addition, there were vacancies on the Tree, Transportation, Public Arts, and the Firewise Commissions as well as the Band Board. CONSENT AGENDA 1. Approval of commission minutes 2. Authorization to award a contract to KOGAP Enterprises for water line and electric utility upgrades in the Calle Guanajuato Resurfacing project 3. Intergovernmental Agreement for the Oregon Federal and State Surplus Property program 4. Downtown Parking Management and Multi-Modal Circulation Advisory Committee appointments Councilor Voisin pulled Consent Agenda item #4 for discussion and questioned the appointment of Councilor Slattery as liaison to the Downtown Parking Management and Multi-Modal Circulation Advisory Committee. She voiced concern that his wife is the Executive Director for the Chamber of Commerce, on the committee, and questioned if there was a possibility of financial gain from recommendations of the committee. To avoid the perception of a conflict of interest, she requested the Mayor appoint another Councilor as liaison. City Attorney Dave Lohman did not discern a conflict of interest. Mayor Stromberg retained Councilor Slattery as liaison. Cate Hartzell/892 Garden Way/Spoke regarding the appointments to the Downtown Parking Management and Multi-Modal Circulation Advisory Committee. She thought the committee lacked diversity and suggested including skateboarders and members from multi modal community as well as people with disabilities. She shared Councilor Voisin's concern regarding the perception of having Councilor Slattery as a liaison on the same committee as his spouse. Councilor Rosenthal/Lemhouse m/s to approve Consent Agenda. Voice Vote: all AYES. Motion passed. PUBLIC HEARINGS - None Regular City Council Meeting November 5, 2013 Page 3 of 9 PUBLIC FORUM Sandra Coyner/1160 Fern Street/Provided a report from the Plaza Watch, a group of 10 people who participated in 70 two-hour shifts observing activity in the Plaza and Chamber area over the summer. People were identified as homeless, affluent visitors, backpackers, buskers, locals and local youth. There were 25 observations involving people with mental illness. Plaza Watchers reported 77% of panhandling consisted of signs, with no reports of aggressive pan handling and two instances of homed people verbally harassing panhandlers. At times sidewalks were somewhat blocked and occasionally people were rude. Locals exhibited more rude behavior than the homeless did. The greatest number of mentions was the police presence and their friendly interactions with everyone. Ms. Coyner noted three of four possible issues as the following: previous bad behavior on the Plaza seemed curtailed due to police presence and the friendly approach from police and citizens; exception to the pattern was mental illness with the police as the default position in dealing with the mentally ill; and instances of stereotyped attitudes were against the homeless and not from them. The Plaza Watch was open to discussing results further with Council during a Study Session. Sandra Holstein/228 West Street/Explained she participated in the Plaza Watch and shared her observations and interactions with police, homeless, locals, and tourists that for the most part was positive. Fran Adams/292 Gresham Street/Also participated in the Plaza Watch over the past two summers, confirmed there were fewer street people this summer and the Plaza was calmer, and ascribed that to the strong police presence during the first part of the summer and possibly the smoke and heat during the last part of summer. She thought only 10% of the homeless spent time downtown while the most spread out and kept low profiles. The rowdiest people on the street were local teenagers. The other thing she noted was the amount of responsibility and generosity she witnessed among homeless people. Eric Navickas/2060 Mill Creek Drive, Prospect OR/Spoke regarding Reeder Reservoir and appreciated the City cleaning out the upper two catchment basins. The City experienced few problems with sediment until the US Forest Service started building roads and fire management began in the watershed during the 1950s. The US Forest Service had done large scale logging projects in the name of fire management since then, clear cutting up to 1,000 acres in the watershed. The City had the capability to get an accurate reading of the total daily sediment load occurring in Reeder Reservoir. He encouraged the City to take action to find out the load and adjust the type of work going on in the watershed since the US Forest Service was admittedly going into steep areas, riparian areas and hauling out logs. UNFINISHED BUSINESS - None NEW AND MISCELLANEOUS BUSINESS 1. Placing a lien on a property at 707 Helman Street as a result of unpaid assessments for weed abatement Division Chief-Fire Marshal Margueritte Hickman provided background on the weed abatement program the Fire Department took over in 2009 as part of the Fire Safety and Prevention Program. The Fire Department implemented weed abatement in the wildfire hazard zone and then by complaint throughout the city. Educational efforts included signs, mailings, the City Source newsletter, the City website, and local media. They worked with landowners on extensions once they received an abatement notice and only issued citations when they did not gain compliance. Weed abatement was due by June 15 annually and the first opportunity the City had to cause abatement was twenty days following that date. Fire Marshal Hickman explained the Fire Department had contact with the Robertson's every year since 2009 and experienced challenges gaining compliance. In 2012, the Fire Department worked with them Regular City Council Meeting November 5, 2013 Page 4 of 9 extensively on compliance that ended in a citation and the Fire Department performing the abatement. The Robertson's did not enter a plea with the Court regarding the citation nor had they paid any of the citation costs that eventually went to collections. The lien was an effort to recoup the costs the City had put into the abatement. City Recorder Barbara Christensen requested Council consider adding the $104 cost of placing the lien on the property as well. Fire Marshal Hickman further explained this was the first time a lien like this had occurred in the City and they tried to include all staff costs in the lien. Councilor Lemhouse/Rosenthal m/s to place a lien on the property at 707 Heiman Street in the amount of $1,116.56 for both the administrative and abatement costs in accordance with AMC 9.04.050. DISCUSSION: Councilor Lemhouse commented the property owners had several opportunities to come into compliance and chose not to even after receiving a citation. Councilor Rosenthal questioned the amount of staff time involved prior to coming to Council and wanted to know if there was an expedited process to avoid extensive use of staff time for future issues. Roll Call Vote: Councilor Voisin, Lemhouse, Morris, Marsh, Rosenthal, and Slattery, YES. Motion passed. 2. Addendum clarifying Mt. Ashland Association Agreement with the City of Ashland City Attorney Dave Lohman explained at the March 19, 2013 meeting Council discussed what portions of the Mt. Ashland Association (MAA) agreement meant. There were six different projects listed in Section 4(a) as a reference to Phase 1. The discussion was if Phase 1 covered all the projects, whether the provisions in Section 4(b) required MAA to come to Council prior to starting any work, identify the nature of the project and costs, and if MAA had the full amount to cover those projects. The list of projects, application of requirements to the list of projects identified in 4(e) of the agreement as Phase 1 was ambiguous. The understanding from the March 19, 2013 meeting was the US Forest Service bundled what they considered connected projects and that did not necessarily include all six projects. As a result, Council questioned whether the reporting requirements to the City and having the funding available applied to all six projects in Phase 1 or all projects. Council directed staff to work with MAA on language that no matter the projects, if they interrelated as the US Forest Service defined them MAA would have the full amount of funding for those projects before work began. Mr. Lohman and MAA came up with the following addendum language: "Before commencing any additional Mt. Ashland ski area expansion project included in the 2004 or 2011 Forest Service Records of Decision which may affect the Ashland watershed and which has not yet received, as of the date of this Addendum, Forest Service final approval to proceed, MAA will (a) provide to the US Forest Service and the City detailed plans for the project; (b) obtain any required US Forest Service approvals for the project; and (c) substantiate by means of a Forest Service financial ability determination, or other means acceptable to the Forest Service, that MAA has sufficient financial resources available to pay for completion of the project and other inter-connected projects as Mr. Lohman confirmed the 30-day notification requirement remained. The addendum itself was not a substitute to the agreement but in addition to 4(e). The US Forest Service had, and would continue to determine projects and inter-connectedness. Angie Thusius/897 Beach Street/Explained the agreement clearly stated MAA would provide the City with copies of architectural, engineering, construction, and logging plans including environmental impact studies. The MAA agreed not to proceed with logging, earth moving, or construction, meaning Phase 1, without a bond in the bank covering the cost of the entire expansion. People interpreted Phase 1 as the beginning of the expansion project starting with parking space. MAA was required to give a 30-day Regular City Council Meeting November 5, 2013 Page 5 of 9 notice before logging and construction. It was unclear whether the City exercised its right to technical review and if MAA satisfied the bond amount before starting Phase 1. She wanted to know whether the City consulted experts to find the least hazardous drop off area in the watershed for the dirt removed from the parking lot. The area was highly sensitive to landslides and other perils. The community trusted Council to uphold all the requirements as stated in the agreement. If anything went wrong, the repair costs would fall on the City and taxpayers. Eric Navickas/2060 Mill Creek, Prospect OR/Explained the parking lot construction would be half finished by winter yet MAA continued to post on the website they were raising funds for that project. It did not give citizens trust when MAA was continuing a fundraiser with a set amount publicly needed to finish the project. The addendum was complicated, ambiguous, and he questioned why it did not simply state before commencing any additional expansion, the terms of the agreement would apply throughout. The terms in the addendum were redundant to language already in the agreement. He suggested adding MAA would comply with all of the terms of the agreement, (a), (b), and (c) of the addendum, or add language to (a) that MAA provide to the US Forest Service and the City detailed plans for the project that met the terms of 4(b) of the agreement. Adding a few phrases in the addendum that tied back to the agreement and would instill community trust. Julie Norman/596 Helman Street/Requested clarification on what projects were in Phase 1, and if the addendum pertained to Phase 1 projects orjust additional projects. Cate Hartzell/892 Garden Way/Urged Council not to adopt the addendum until the language was clear. The addendum modified and did not clarify the agreement. Section (a) was already in the agreement. Section (b) existed by law and (c) reduced the financial security the City had with MAA. Council could ask more than the US Forest Service had in the way of financial obligations. She wanted a strong agreement that provided some stewardship and protection in the watershed. She questioned if Council discussed the addendum in executive session and wanted to know the specific section of the law that protected it as an executive session item. Marilyn Briggs/590 Glenview Drive/Did not want the City to give anything away. The City should have oversight. She was interested in the 30-day advance notice requirement and the project having the funds prior to cutting trees. She recently purchased her ski pass and was excited to ski Mt. Ashland. Council noted Phase I in the Record of Decision (ROD) listed project items but did not really specify what Phase 1 was and now it appeared to head towards any expansion projects and that was better than arguing what was or was not Phase 1. Mr. Lohman explained Phase 1 in the environmental documents were different from the Phase 1 referenced in the original agreement. The focus now was not what was in Phase I but ensuring MAA met the requirements with respect to any projects following the projects already approved and identified as connected projects by the US Forest Service. He clarified the addendum did not change anything in the original agreement, it added the paragraph with (a), (b), and (c) that addressed projects not approved by the US Forest Service. Councilor Slattery further clarified inserting the paragraph was a physical modification to the agreement and did not modify the actual agreement. This was an addition to the agreement, leaving the rest of the agreement in place and asking for MAA's approval that this was the common understanding. Using the term "Phase One" was the problem. If there was going to be an expansion on Mt. Ashland in ecological sensitive areas, the City wanted to ensure protection by having the money raised prior to starting the project. Mayor Stromberg commented the only projects MAA could propose to do were in the ROD. The US Forest Service would determine connectedness of the projects and financial analysis. Regular City Council Meeting November 5, 2013 Page 6 of 9 Councilor Slattery/Lemhouse m/s to approve the proposed Addendum to the agreement between Mt. Ashland Association and the City of Ashland. DISCUSSION: Councilor Slattery supported the addendum because it moved things forward. He did not think it would ever be a perfect situation and if MAA violated the agreement he would side with the group wanting a formal injunction. Councilor Lemhouse/Marsh m/s to suspend Council rules. Voice Vote: Councilor Morris, Lemhouse, Slattery and Marsh, YES; Councilor Voisin and Rosenthal, NO. Motion passed 4-2. MAA General Manager Kim Clark clarified the warming but was at the top of the lift and no trees would be cut. Additionally, the US Forest Service could consider the warming but a standalone project. Currently MAA did not have any projects lined up and were doing everything on an as needed basis. The sixteen runs were interconnected. Other potential standalone projects included the Guest Services building, the tubing area, Run 23A and the addition of the surface lift on the knoll area. Mr. Clark would provide a list of projects that were potentially connected or not connected. Mr. Clark explained that fundraising was ongoing. MAA had a goal of $250,000 and needed to raise approximately $6,000. They also had money in reserve. The financial ability determination with the US Forest Service April 2013 satisfied that MAA had enough money to fund the entire the project. He addressed the parking lot expansion and explained by the time all the permits came in for the project, weather prevented completion. They would gravel the parking lot for use during the winter and pave it next spring. The delay would add costs that MAA could cover. Council rules resumed. DISCUSSION on motion resumed: Councilor Lemhouse thought the addendum helped clarify the agreement. The document had the best intentions to protect the City from liability, allowed participation in the expansion and put the City in a stronger position than it was before. It was frustrating for some that the US Forest Service had more power than the City in this situation but overall he thought the addendum strengthened the agreement. Councilor Voisin motioned to amend the motion that Recital (b), Section 4(b), and 4(e) remain as stated. Under 1(a), provide US Forest Service detailed plans for the project within the terms of 4(b) in this agreement. Motion died for lack of a second. DISCUSSION on main motion: Councilor Voisin thought 1(c) and 1(b) weakened the agreement and subsequently weakened the City's ability to protect the watershed. Mr. Lohman reiterated the addendum strengthened the agreement by making it clear it applied to all the projects in the ROD. Councilor Morris thought it was an addition and strengthened the agreement. Phase 1 was never accurately defined, not even in the ROD. The addendum provided more protection and security for the City. Councilor Rosenthal/Lemhouse m/s to call for the question. Roll Call Vote: Councilor Slattery, Voisin, Marsh, Morris, Rosenthal, and Lemhouse, NO. Motion failed. Councilor Marsh/Slattery m/s to amend the motion adding to the addendum Section 1(c) "and other inter-connected projects as determined by the US Forest Service." DISCUSSION: Councilor Marsh thought the addendum needed an acknowledgement of other inter- connected projects and that the City expected MAA to have the financial resources to cover them. Councilor Slattery supported the motion. Councilor Voisin thought the language was ambiguous. Roll Call Vote: Councilor Slattery, Marsh, Morris, and Lemhouse, YES; Councilor Voisin and Rosenthal, NO. Motion passed 4-2. Regular City Council Meeting November 5, 2013 Page 7 of 9 Roll Call Vote on the amended main motion: Councilor Slattery, Marsh, Morris, Rosenthal and Lemhouse, YES; Councilor Voisin, NO. Motion passed 5-1. 3. A Report on the Mt. Ashland Association's summer work plan and expansion-related activities Engineering Services Manager Scott Fleury explained Mt. Ashland Association (MAA) started construction activities in September that included the parking lot expansion and re-contouring the Sonnet and Blossom ski runs with completion on the Sonnet run re-contour. Weather delayed the parking lot expansion. MAA would gravel the lot for use during the winter and pave it spring 2014. There was minimal risk for erosion on the parking lot. MAA had check dams and erosion control measures established around the parking lot, the gravel and impacting would keep it in place. Eric Navickas/2060 Mill Creek, Prospect OR/Thought MAA failed by starting the parking lot project in September. The engineering plans showed a large catchment basin in the Cottonwood Creek drainage that would not happen this season. The Environmental Protection Agency was harshly critical of the Cottonwood Creek drainage area. These types of projects produced the most sediment the first year following the project and an incomplete project with bare exposed soil was worse. He shared other projects MAA had done badly that had a negative effect on the environment and noted his appeal to the Land Use Board of Appeals (LUBA). City Administrator Dave Kanner responded to Mr. Navickas' testimony explaining he received an email from the US Forest Service earlier stating MAA recently installed the prefabricated sediment basin in the parking lot. MAA would incorporate additional rock check dams in the ditch below the new parking lot back slope to mitigate sediment mobilization off site. Staff was not aware of seismic requirements for the excavation itself and none were listed in the permit. As far as the contract with David Evans & Associates for peer review of the engineering plans, they reviewed all the plans MAA provided and generated comments on both the engineer plans and the permit. Staff did not expect further review. In addition, David Evans & Associates had already reviewed the paving as part of the engineering plans. 4. FY 2012-2013 Quarterly Financial Report for April -June 2013 Administrative Services/Finance Director Lee Tuneberg explained the report showed preliminary numbers with final numbers coming to Council in December. The City finished the year without budget violations. There was a strengthening in the financial position due to cash carry over, some revenue, and departments under spending budgets. Some projects budgeted for were not completed to projected levels. The City financed the projects it needed to finance and paid obligations that reduced the existing debt service. In the financial report, City Administrator Dave Kanner looked for major variances between actual, budgeted, and overspending. Mr. Tuneberg addressed the Personnel Services growth rate of 3.3% instead of the budgeted 6.5%. Personnel Services was difficult to budget due to position vacancies. Mr. Kanner added in large organizations 2-3% of the positions could be vacant at any given time. In addition, several large projects that did not get funding attributed to the $10,000,000 shortage in Capital Expenditures. Capital Improvement projects in the budget were close to 100% completion. Councilor Rosenthal/Morris m/s to approve the FY 2012-13 Quarterly Financial Report. Roll Call Vote: all AYES. Motion passed. Regular City Council Meeting November 5, 2013 Page 8 of 9 5. Discussion regarding Oregon Department of Transportation's (ODOT) application to amend condition No. 27 of Jackson County Ordinance 2009-7 and requesting an exemption from the automatic irrigation requirement in LDO 9.2.8. City Administrator Dave Kanner explained during the previous night's Study Session Council discussed whether to send a letter to Jackson County whose Planning Commission was having a Public Hearing November 14, 2013 on an application from the Oregon Department of Transportation (ODOT) to amend conditions of approval for the Siskiyou Welcome Center and Rest Area project. ODOT was requesting two things, to amend one of the conditions of approval to get permission from Jackson County to use Talent Irrigation District (TID) water to do irrigation at the property. The other was an exception from the Jackson County Land Development ordinance so ODOT will not have to extend an automatic sprinkler system to drought tolerant landscaping they proposed as part of the project. The amendments ODOT proposed did not affect the City's agreement with ODOT that required them to use City water only for interior domestic purposes, not for irrigation purposes. It was also explicit in the agreement the City would not extend water and sewer services until they had constructed and provided a plan for staffing the Welcome Center. Dr. Chris Skrepetos/4424 Hwy 66/Commended the Council for its conditions on the proposed Welcome Center and Rest Area and urged Council to retain those conditions. He reviewed the proposed letter and suggested alternate language. In the letter under item #2 the City should clarify they wanted the Welcome Center and Rest Area built contemporaneously to ensure the Welcome Center was part of the project. The second item would insert the fact Travel Oregon had indicated they would raise $2,000,000 to fund the Welcome Center. The third item was language regarding staffing. The minutes stated the Welcome Center would be staffed by 2-3 members 8:00 a.m. to 5:00 p.m. Council should emphasize there should always be two staff. Another item was fire prevention. City Attorney Dave Lohman confirmed the suggestions from Dr. Skrepetos were contrary to the Order Council sent June 2011 and adopting them would create a new Order. Mr. Kanner clarified the four year window would have completion of the Welcome Center by June 21, 2015. Mr. Lohman would include a provision in the Intergovernmental Agreement (IGA) the City could shut off water to the Welcome Center if staffing requirements changed. Councilor Lemhouse/Marsh m/s the Council to submit Jackson County Planning Commissioners the letter provided by City Administrator Kanner regarding the proposed Rest Area and Welcome Center by ODOT. DISCUSSION: Councilor Lemhouse appreciated Dr. Skrepetos' comments but had concern if they changed the Order it could give ODOT another chance to modify the agreement and he did not want to take that chance. Councilor Voisin motioned to amend the motion regarding the letter to include a statement that the City oppose the exemption because such a system serves an outdoor area like an indoor sprinkler system serves a building and Oak Knoll needs the protection from a fire because of the construction and huge additional human activity that will be taking place around the new center. Motion died for lack of a second. Roll Call Vote: Councilor Rosenthal, Morris, Marsh, Voisin, Slattery, and Lemhouse, YES. Motion passed. 6. Discussion regarding placing on the ballot the matter of changing the elected County Commissioner positions to non-partisan elected positions. Councilor Marsh explained Jackson County Commissioner Don Skundrick was investigating placing on the ballot a measure whether the board of commissioners should be a non-partisan commission. Council could write a letter to the board of commissioners requesting the item go on the ballot. Council directed Regular City Council Meeting November 5, 2013 Page 9 of 9 staff to draft a letter for a future Council meeting. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS Councilor Voisin shared results from the October 22, 2013 Veterinary Clinic Day for the homeless and poor in Ashland. Veterinarians vaccinated and examined fourteen dogs and four cats. The next clinic day would occur after the shelter opened early December. The Ashland Homeless Coalition was working on a grant and major contribution to veterinarians so clinic days could continue every three or four months. Councilor Voisin went on to announce on October 21, 2013, over 70 people attended the volunteer shelter training for the shelter at Pioneer Hall, Cornel West's rescheduled lecture at the Southern Oregon University Campus would happen November 14, 2013 and that Uncle Foods Diner was feeding over 150 people every Tuesday evening and thanked the volunteers. Councilor Lemhouse announced the upcoming Ashland High School football game and noted the power sporting events had in bringing the community together. ADJOURNMENT Meeting was adjourned at 10:26 p.m. Barbara Christensen, City Recorder John Stromberg, Mayor q~e/9d's'P/'Sl PROCLAMATION Honoring the fallen Police Reserve Officer Robert Libke of Oregon City, o, Oregon and supporting the City of Oregon City as it heals from this terrible tragedy The City of Oregon City, Oregon has suffered an unfathomable loss with the Oe recent murder of its Reserve Police Officer, Robert Libke. • Fallen Officer Libke served the citizens of Oregon City as a most valuable public s( servant since 2009. • Law Enforcement is an honorable, hard-working profession that diligently seeks to make our communities more livable. • There is no greater sacrifice an Officer can make for their community than to give their life. • The murder of a Police Officer shocks the soul of a community and the very freedoms the Officers have sworn to protect. • The impact of this tragedy upon the Officer's family, friends, department and community is immeasurable. THEREFORE, as the Mayor of the City of Ashland, along with the City Council, o and the citizens of Ashland, I do hereby extend heartfelt condolences to Officer Libke's family and friends, and the City of Oregon City, Oregon. We mourn the loss ~C of a valuable public servant, and pray for healing and hope in this time of need. C Dated this 19th day of November, 2013 00 tt, John Stromberg, Mayor Barbara Christensen, City Recorder 00 N, 'ja d ~ ~ 6d d9 QdGJ QdavD t_1! 9 esFtp y Z "Mw X M QsAb9 ed°o9~ ASHLAND HISTORIC COMMISSION Meeting Minutes October 2, 2013 Community Development/Engineering Services Building - 51 Winburn Way - Siskiyou Room Call To Order - Regular Meeting, 6:05 g_m Chairman Skibby Historic Commissioners Present: Dale Shostrom, Keith Swink, Kerry Kencairn, Allison Renwick, Sam Whitford, Tom Giordano, Terry Skibby, Ally Phelps Commission Members Absent: Victoria Law (u) Council Liaison: Greg Lemhouse High School Liaison: None Appointed SOU Liaison: None Appointed Staff Present: Staff Liaison: Amy Gunter APPROVAL OF MINUTES: Mr. Whitford made a motion to approve the minutes of the September 4, 2013 meeting, Ms. Renwick seconded the motion. Ms. Phelps abstained due to being absent. The minutes were approved unanimously by the remaining Commissioners. PUBLIC FORUM: There being no one to speak, the Public Forum was closed. COUNCIL LIAISON REPORT: Greg Lemhouse - Recycle Center discussion - issue is currently only a band-aid solution: From Jan -June $1.60 surcharge assessed on garbage bills to cover cost. $130,000 to run but only makes approximately $20,000. Ad Hoc Committee has been formed of three councilors, two conservation commissioners and two citizens. Mr. Lemhouse invited the Historic Commissioners to go to the info booth on the plaza and vote for the color they would like. Painting was to start on Oct. 22 but the movie being filmed prevents that. A Second reading of the vacation rental ordinance was done with the code revisions in the R-2 / R-3 zones. R-1 people are still interested but that is a much longer process and has the biggest issues such as protect life, property rights, and equal taxation. A certain type of zoning expected when a person purchases a home in a single family area and it could create problems if we change that assumed zoning. Mr. Lemhouse encouraged the Commission Chairman or a designee to periodically attend the City Council meeting and report on the Commission's activities. PUBLIC HEARING: PA2013-01388 14 Calle Guanajuato behind 15 N Main Street Mark McKechnie, Architect; Alan Sandler. No exparte contact or conflict of interest. Ms. Gunter gave the staff report. Proposed project is to construct a 1,064 sq. foot building behind 15 N Main with a 200 square foot mezzanine and a 395 sq. foot gazebo / glass mezzanine on the second floor above setback behind a roof top deck to expand the roof top space for "The Loft". Ms. Gunter met with applicants and suggested since the building will be off the alley, the exterior should have a simpler fagade and the current plans reflect those changes. Neither the owner, Alan Sandler nor the architect, Mark McKechnie was present at the meeting. Patrick McGuire - lives right there above the Calle and has a vested interest in the site. He was mostly concerned about the tree removal on the Calle Guanajuato and will attend the Tree Commission meeting Thursday evening. Commission does not see any issues. The project was well discussed at previous meetings and the issues have been addressed. Mr. Shostrom felt the elevations don't provide enough detail. Material board, relief details (to inch & 1/2) details, mullion details, trim details, relief dimensions shall be submitted to the full commission prior to the issuance of a building permit. Ms. Kencairn moved to recommend approval with the final details of the elevations including relief details (to inch & 112), material hoard, relief dimensions, mullion and window details, and trim to he presented at the November HC meeting. Mr. Swink seconded the motion and it passed unanimously. DISCUSSION ITEMS: A. Land Use Code Revisions And Updates Planning Manager, Maria Harris explained that the Unified land use code process took the four controlling documents and put them into one easy to read format. Over the past year the code has been redone. Proposed amendments come from the Sigel Report, from barriers to green development and issues that came up as part of routine issues that staff encounters. She pointed out that no substantive change to the criteria used by the Historic Commission has been changed. B. Brochures - Discussed the mailing and distribution of the Historic Brochures. Plastic brochure holders are needed to provide better access. Need to create a master list of who is getting them, how many, when and where. Suggestions include the hardware store, Nobel coffee, paint stores, the Rotary Club and the Chamber of Commerce. Amy will send an email of the list from Utility Billing of contractors, designers, and engineers. NEW BUSINESS: A. Review Board Schedule October 3 Allison, Terry, All October 10 Kerry, Tom, Victoria October 17 Terry, Kerry, October 24 Sam, Ally, October 31 Allison, Dale, Ter November 7 Ally, Keith, B. Project Assignments for Planning Actions: BD-2011-01029 400 Allison (Robin Biermann New SFR under construction Whitford/Renwick BD-2011-00621 89 Oak St Amorotico New fa ade on building under construction Shostrom BD-2013-00256 175 Lithia W First Place Partners 3-storymixed use building (under constr Giordano BD-2013-00388 522 Rock Wallace 4 Accessory Units 1 under construction Shostrom BD-2013-00093 108 Second (Dudley Rood CUP and Solar Waiver for 2^d sto unit under consrr Shostrom BD-2013-00378 245 Van Ness Nate Witembur & Brint Bor ilt Addition under constr Kencairn PA-2013-00366 57 N Main St. North Mix Sweet Shop entry door (complete) Phelps BD-2013-00718 5 B Street (Spartan Properties) New Comm Bldg under construction Phelps BD-2013-00796 15 N First Amuse Walk in Cooler under construction BD-2013-01363 370 E Main Staunton Front Fa ade under construction Shostrom PreA 19 Gresham / 374 Har adine Swink PA-2013-01388 14 Calle Guanajuato Sandlers Restaurant Renwick COMMISSION ITEMS NOT ON THE AGENDA: Photo boards - Commission needs to figure out an alternative as to what to do with them. If they are hung in participating businesses the Commission will have to figure out a check out system, rotation system etc. and figure out where and who. It was determined to add to this subject to the agenda next month. ANNOUNCEMENTS & INFORMATIONAL ITEMS Next meeting is scheduled for November 6, 2013 There being no other items to discuss, the meeting adjourned at 7:30 pm. Respectfully submitted by Billie Boswell. CITY OF -ASHLAND Council Communication November 19, 2013, Business Meeting Award of a Professional Services Contract in Excess of $75,000 for Engineering and Construction Administration of the Bear Creek Parallel Trunkline Sewer Project. FROM: Scott A. Fleury, Engineering Services Manager, Public Works/Engineering, fleurys@ashland.or.us SUMMARY As part of the Comprehensive Wastewater Master Plan update completed in 2012, a new capital improvement project list was developed for wastewater projects. This list included engineering and construction of a new parallel trunkline adjacent to the existing trunkline along Bear Creek. To that end, Engineering has gone through the consultant selection process and selected Keller Associates to perform the required scope of services to complete this project. BACKGROUND AND POLICY IMPLICATIONS: The Bear Creek Trunkline was identified in the 2012 Comprehensive Wastewater Master Plan as a priority improvement project. The project was identified through collection system modeling of the wastewater system. The modeling of the Bear Creek Trunkline showed potential overflows and future capacity issues as related to City projected build out. The project itself will include design of the new pipeline segments, surveying, biological assessments, geotechnical assessments and easement acquisition. In addition, as part of the design process Keller Associates will also investigate the option of replacing and upsizing in place existing sections of the trunkline to handle future capacity issues in lieu of an additional parallel pipeline. On July 11, 2013, a Qualifications Based Selection Proposal for engineering services for the Bear Creek Trunkline improvement was advertised statewide, in the Mail Tribune, and on the City's website. Proposal documents were sent to prospective proposers, plan centers and builder's exchanges throughout the state. Proposals were due on August 8, 2013, at which time five qualified consultants submitted proposals. An evaluation team consisting of three Engineering staff members individually graded the proposals according to the given criteria: Criteria Maximum Score Demonstrated Technical Competence 15 Specialized Experience & Capabilities 25 Resources Committed to Perform the Work 25 Ownership, Availability to, and familiarity with Locale 25 Project Management Techniques 10 TOTAL 100 Points Page 1 of 3 ~r, CITY OF ASHLAND Scoring was completed on August 27, 2013 and the scores were combined to determine the top rankings. The final results were as follows: CONSULTANT TSCOTAL ORE RANK Keller Associates Inc. 263 1 OBEC Engineering Consultants 245 2 SHN Consulting Engineers 214 3 Hardey Engineering & Associates Inc. 213 4 R112 Engineering Inc. 209 5 After scoring the proposals, Engineering started scope and fee negotiations with Keller Associates per the requirements of the selection process. The scope and fee negotiation consisted of Engineering working with Keller to develop an overall consultant scope that would meet the needs of the City and include engineering design, environmental site evaluation, surveying and construction administration activities. After multiple discussions between staff and Keller Associates, a final scope and fee was completed and approved by Engineering, reference attachment #1. The consultant team Keller Associates has put together for this project includes: 1. Keller Associates-preliminary and final design, bidding assistance and construction administration 2. Terra Survey-topographical, boundary and utility survey work 3. Rabe Consulting-wetland delineation and permitting (DSL, Army Corp.) 4. Applied Geotechnical and Geological Consulting-geotechnical investigation 5. Right of Way Associates-easement acquisition FISCAL IMPLICATIONS: The proposed fee for the engineering scope of services is $185,220. The Engineering Division through the budget process, has requested an allocation of $1,432,960 for the entire project based on the estimated budget per the master plan. Currently there is $748,000 allocated for the FYI 3/15 biennium for this project. The remaining amount of $660,000 will be requested as part of the FYI 5/17 budget process. Engineering has applied for low interest DEQ loans for this and other priority wastewater improvement projects and is currently completing all required documents in order to finalize the loan. The overall project budget is distributed between 70% system development charges and 30% fees and rates. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff recommends the Council approve a professional services contract with Keller Associates for engineering and construction administration for the Bear Creek Parallel Trunkline Sewer Line Project. SUGGESTED MOTION: Move to approve a professional services contract with Keller Associates in the amount of $185,220 for the engineering and construction administration of the Bear Creek Parallel Trunkline. Page 2 of 3 CITY OF ASHLAND ATTACHMENTS: Keller Associates Engineering Scope of Services and Fee Qualifications Based Selection Proposal-Keller Associates Page 3 of 3 IA, SCOPE AND BUDGET 7 7 City of Ashland, Oregon KA Project # 213089-000 "tr` `oe' ` Name: Bear Creek Trunkline and Mountain ~ASMi.=61PtD oascorr _ 'Ave. Sanitary Sewer Improvements October 25, 2013 BACKGROUND In 2010, Keller Associates, Inc. was commissioned by the City of Ashland, Department of Public Works to complete a comprehensive master plan for the City's sanitary sewer collection system and wastewater treatment plant. As a result, various needed improvements were identified and prioritized. Priorities 1A and 16 have been established to include improvements to the existing Bear Creek Trunkline and an Intersecting sewer line on Mountain Avenue, respectively. Keller Associates (Consultant) will provide consulting services to perform tasks associated with the design and construction of these improvements. PROJECT DESCRIPTION The proposed Bear Creek trunkline consists of installing a parallel pipeline (18-inches to 24- inches In diameter) in two reaches. The upstream reach extends from a point downstream (west) of Interstate 5 to the previously completed Bear Creek trunkline improvements (referred to as Phase V Improvements). The downstream reach will continue at the downstream end of the Phase V Improvements, concluding at Mountain Avenue. The alignment of the new parallel Bear Creek trunkline is anticipated to follow the existing easement and trunkline. The existing 10-Inch pipeline in Mountain Avenue also needs to be upsized to a 15-inch pipeline from the intersection with the Bear Creek trunkline up to at least the next manhole. The alignment of the Mountain Avenue pipeline is anticipated to remain the same as existing. The general location of the pipelines is shown in Figure 1 on the following page. The approximate lengths of new pipeline by pipe size are 400 feet of 15-inch, 2,400 feet of 18-inch, and 4,200 feet of 24-Inch. 213089-000 1 SCOPE AND BUDGET Figure 1: Project Location ,r { ~ . Legend SI'' ` ~ - Proiecl Location * ®Wetlande t ~ 100•Yeer Flood }R K c 1} i "r a 1 I.; dIZ? ri 47 'v~ + 'q ' cyy e i _ ~ r of xe Main Shot tr s - I aiz i 3-'t§} I n. IN- Y-t11} I t F` Ashland s 4~ [ ti jfMdatoschmi SCOPE The following represent our proposed scope of work to complete the project. Task 1: Project Management and Public Outreach The Consultant will complete the following.project management tasks during the design phase of the project: • Provide general project administration. • Provide monthly Invoices and progress reports. • Prepare for and attend public meetings as required. Preparation will include recommended advertisement language to be included on City website for public outreach meeting. These meetings are anticipated to occur during the pre-design and during final design (90% plans). City Responsibilities: • Provide input on public outreach meeting materials (i.e. boards and presentation). • Provide advertising for public outreach activities on City website. • Provide a venue for public outreach activities. Assumptions: • This scope does not include any financial administration for funding agency support. Task 2: Topographical, Boundary & Utility Survey The Consultant will use a sub-consultant, Terrasurvey, Inc. to perform surveying. Topographical survey will be provided for a 30-foot strip along the existing Bear Creek Sanitary Sewer line from SSMH 11BC-006 to SSMH 10BA-004 and from SSMH 04DD-027 to SSMH 04DD-024. The 213089-000 2 SCOPE AND BUDGET topographic features will include manholes with rim and invert elevations, fences, gates, ponds, drainage channels, significant trees, existing road bed (top/toe fill and toe cut), visible surface utilities, and underground utilities per "locates" services markings. Elevations will be based on the City of Ashland vertical datum. Where readily identifiable, the survey will pick up benchmarks for both the City and County flood insurance studies and mapping. A terrain model and map will be created. City AutoCAD and GIS basemaps of known utilities will be provided by others and incorporated into the survey map. The Consultant will also identify existing recorded easements along the corridor and provide legal descriptions for needed easements for the new pipeline and new access (if needed) to the pipeline along Bear Creek. Consultant will coordinate with land owners for access. The scope of the surveying services does not extend into construction. Benchmarks will be provided to the Contractor and construction staking will be the responsibility of the Contractor. Consultant Deliverables • AutoCAD base maps. • Legal descriptions for easements. City Responsibilities: • Provide available AutoCAD and GIS basemapping, including utility mapping and location of known benchmarks in the project area. Provide as-built plans and specs for the Phase V and Interstate 5 crossing projects. Provide record drawings (if available) for the other existing sewer pipelines. • Provide any known easement and right-of-way documents the City may be aware of, and provide input on desired permanent, construction, and access easements for the project. Task 3: Preliminary Design The goal of the preliminary design is to determine the preliminary alignment and profile of the new fifteen inch (15"), eighteen inch (18") and twenty-four inch (24") trunklines. This task will include developing final design criteria, preliminary drawings, and an outline of the specifications. Up to three alternatives may be considered for each pipeline segment. These alternatives will be considered prior to completion of the survey and geotechnical investigation using 2-foot contour data available in the City's GIS database. Considerations for maintenance, access, capacity, and permit requirements will be given. An opinion of probable construction costs will be created for the apparent best alternative. Another goal of the preliminary design is to determine the preliminary alignment to complete the pipeline access road. Considerations for maintenance,.access, and permit requirements will be given. The Consultant will explore the option of a new offsite maintenance gravel access road to the pipeline. 213089-000 3 SCOPE AND BUDGET This task will also involve a kickoff meeting and pre-design review meeting with City staff. We recommend that a member of the Consultant team walk the alignment with City staff in developing the preferred alignment. Consultant will draft a preliminary design summary. This summary will include a concept drawing of the pipeline alignment (roll plots), an updated schedule, a list of easement areas (temporary and permanent), identify anticipated permitting requirements, and identify special construction requirements. Consultant Deliverables: • Kick off meeting agenda and minutes. • Updated opinion of probable construction costs for preferred alignment. • Preliminary design summary documents. Task 4: Final Design After acceptance by Owner of the preliminary design phase documents, the Consultant shall proceed with final design. The final design will be based on the alignment selected during the preliminary design phase. The final design effort will consist of preparing construction documents including: drawings, special provisions to City's standards specifications, requirements of permitting agencies, and modifications to City's boilerplate construction contract document. Documents at a fifty percent (50%) and ninety percent (90%) level of completeness will be submitted to City for review, comment, and/or approval. Each submittal will include an opinion of probable construction costs. All work will be per the standard of care for professional engineering services completed with the care and skill ordinarily used by members of profession practicing under similar circumstances at the same time and in the same locality. Consultant shall exercise usual and customary professional care in its efforts to comply with applicable codes, regulations, laws, rules in effect as of the date of the execution of this Agreement. The drawings and specifications will be developed with input from City staff. In addition to the Bear Creek and Mountain Avenue trunkline design, the plans will include traffic control and erosion control plans/provisions. Consultant Deliverables: • 50%,90%, and 100% plans and specifications • Create opinion of probable construction costs for 50% and 90% construction documents. • Participate in 50% and 90% review meeting with City. City Responsibilities: • Provide editable electronic copies of standard documents the City wishes to incorporate into the final plans and specifications. - • Provide review of the contract documents, including input on insurance and bond requirements. The intent of the City's review is to see that City preferences and desired provisions are incorporated into the plans, and not to provide QA/QC review of the Consultant's scope of services, including, but not limited to, the preparation of construction drawings and specifications. This review, completed by an Oregon 213089-000 4 SCOPE AND BUDGET registered professional engineer who is a part of City staff, also allows the project to comply with the DEQ engineering design review exemption process. Assumptions: • Only one prime contract shall be awarded as part of this project. Task 5: Wetlands Delineation A wetland delineation will be completed by Rabe Consulting. Preliminary assessments of aerial photographs indicate there are potential wetlands located in the 7 minor drainage crossings and some riparian area along Bear Creek associated with the proposed pipeline alignment. This task will include assessing the extent of the project impact area, including both permanent and temporary impact areas. Once the project impact area has been delineated, a wetland delineation will be completed within this project impact area. The wetland delineation will be conducted according to the Regional Supplement to the Corps of Engineers Wetland Delineation Manual: Western Mountains, Valleys, and Coast Region (Version 2.0, 2010) and US Army Corps of Engineers (ACOE) Wetland Delineation Manual. This will satisfy the formats and requirements for submission to the Oregon Department of State Lands (ODSL) and the ACOE. Consultant Deliverables: • Wetlands flagged in field. • Shapefile of delineated wetlands within the impacted area and on the same horizontal datum as Ashland's GIS database. Assumptions: • No additional field work is required beyond that necessary for wetlands delineation (e.g. no biological assessment, cultural resource studies, etc.). Task 6: Geotechnical Investigation A geotechnical investigation will be completed by Applied Geotechnical Engineering and Geologic Consulting. The investigation will occur along the existing alignment for the Bear Creek trunkline. The goals of this investigation are: identify soil types along the alignment (within existing easements), make recommendations regarding trench backfill, and identify bedrock within the trench depth. Fifteen (15) to twenty (20) test pits using a moderate-sized trackhoe with a rock bucket will be completed for this investigation. Consultant Deliverables: • Field and lab test results. Geotechnical evaluation and recommendations report. City Responsibilities: • Provide geotechnical reports performed for the Phase V and Interstate 5 crossing projects. • Provide field notes and as-built plans for the existing pipeline. Assumptions: 213089-000 5 SCOPE AND BUDGET • The Consultant is responsible for any environmental hazards created by its negligence during the performance of geotechnical services. The scope assumes that hazardous materials are not encountered during the excavation of pits or drilling which would require the Consultant to be become an arranger, operator, generator, or transporter of hazardous substances. • In soils, foundation, groundwater, and other subsurface investigations, the actual characteristics may vary significantly between successive test points and sample intervals and at locations other than where observations, exploration, and investigations have been made. Because of the inherent uncertainties in subsurface evaluations, changed or unanticipated underground conditions may occur that could affect the Project cost and/or execution. These conditions and cost/execution effects are not the responsibility of Consultant. Task 7: Easement Acquisition Services The Sub-consultant Right of Way Associates (ROWA) will provide easement acquisition services including management and coordination, property owner contacts and meetings, right of entry, title review, easement negotiations, document preparation and closing activities. Along the east segment of the project, the existing trunkline crosses five properties in existing easements. In these locations, it is likely that temporary construction easements will be needed to build the parallel trunkline. Additionally, a few new permanent easements may be needed for access improvements and unique project issues. The temporary construction easements and potential permanent easements are within the same five properties. ROWA will negotiate and obtain the temporary and permanent easements in coordination with the five property owners, Consultant, and the City. Along the west segment of the project, the new improvements will be within existing roadway right of way or City-owned property, so no acquisition services are anticipated. The Sub-consultant will provide the following services: • Perform preliminary activities including.file set-up, property owner and tax assessor information, parcel identification and numbering, and ordering preliminary title reports. • Draft and send right of entry to property owners for permission to perform fieldwork for geotechnical services (and surveys, wetland delineations, and other site visits). • Make initial property owner contacts and attend property owner meetings accompanied with City and Consultant. • Conduct easement negotiations, coordination, and meetings with property owners. Coordinate efforts with City, Consultant and property owners; develop a clear understanding and a workable agreement between all parties of interest. • Alert City and Consultant of any unusual issues that may arise, which could affect schedule and budget. • Develop letter of agreement defining terms and compensation amounts to be paid for easements. Coordinate with City and Consultant for review of technical and policy matters. • Notarize permanent easements. 213089-000 - 6 SCOPE AND BUDGET • Transmit final documents to City so payments can be made to property owners, and to record permanent easements. • Provide project management and status reports. Maintain records, files, and documents. Perform services in accordance with applicable state and local laws. City Responsibilities: • Provide input to Sub-consultant for easement compensation limits to use in negotiations. • Provide legal review for all right of entry documents/easements (temp/permanent) as part of the process. Verify that any documents used as part of the process serve the best interest of the City as owner. The City will not provide legal counsel to the Consultant as part of the project. • Provide a venue for property owner meeting. Assumptions: • Negotiations will be informal, potentially beginning with an inquiry or request to donate easements, and then lead to monetary discussions developing the basis using available assessed value data. If challenges and significant resistance are encountered, if condemnation is needed, or if requested by the City, other procedures including performing appraisals will be provided as additional services. • No personal property relocations, property or structure takings are anticipated. • Title reports will be paid for by the City. Task 8: Field Exploration / Utility Conflicts During the Preliminary Design phase, Consultant will conduct field exploration of utility conflicts to establish utility size, type, and surveying elevation to determine conflicts. City's vactor truck (if needed) and operator will assist with explorations. It is anticipated that one (1) day of field exploration work will be performed. Task 9: Pernnittin Consultant will complete all work to the point of completion of permitting processes for design, construction (excluding those permits that are the Contractor will be required to obtain), and governmental approvals. This is anticipated to include the following: Joint Removal-Fill Permit Application and Mitigation and Restoration Plan: Rabe Consulting will prepare Joint Removal-Fill Permit Application documents for removal-fill permits from ACOE and ODSL. The application will include a functional assessment of impacted wetlands. The application documents will incorporate project conceptual design documents including plans; approximate removal and fill volumes; and temporary and permanent impact locations, including access routes and staging areas. The Consultant will prepare a mitigation and restoration plan that addresses the ACOE and ODSL requirements for mitigating temporary impacts to wetlands. It is assumed that the impacts will be temporary and not permanent. Therefore, restoration should be adequate to 213089-000 7 SCOPE AND BUDGET satisfy the agencies, and mitigation beyond restoration through enhancement or creation of wetlands will not be needed. General requirements for a Sediment and Erosion Control Plan and Stormwater Pollution Prevention Plan will be prepared. The plan will outline requirements for best management practices and location for implementation of the practices. Specifics of implementation will be developed by the Contractor. ROW Permitting The Consultant will prepare ROW Permit Application documents for the City of Ashland. The Consultant will address comments from the City ROW permit application. Consultant Deliverables: • Joint Removal-Fill Permit Application documents for removal-fill permits from ACOE and ODSL. • Mitigation and Restoration Plan, including monitoring plan. • City of Ashland ROW permit application documents. City Responsibilities: • Pay for permit fees Assumptions: • Flood plain certification and cultural and historical resource surveys are excluded from this scope of work. Task 10: Biddina Assistance Consultant will assist City to bid the project to contractors. Consultant will provide City with bid documents for distribution to bidders. City will receive the bids and will present the recommendation to award to City Council. Consultant services will include the following: • Prepare advertisement for bid and give to City to issue to newspapers and plan rooms. • Attend a pre-bid conference with bidders. • Respond to bidders questions. • Issue addenda to the bid documents. Assist City in evaluating bids. • Make recommendation to award contract. City Responsibilities: • Issue advertisement to newspapers and plan rooms (advertising costs paid for by City). Provide legal input (if needed) on bid award. Assumptions: • The fee for bidding assistance is based on bidding the project one (1) time. 213089-000 8 i SCOPE AND BUDGET " Task 11: Construction Administration Consultant will serve as the engineer-of-record, providing construction administration for the project. Consultant will administer the requirements of the contract. Consultant Services: • Issue notice to proceed. • Conduct pre-construction meeting. • Conduct weekly coordination meeting with the contractor and City. • Conduct monthly coordination and pay application review meeting with City and contractor. Consultant's project manager will attend. • Review contractor submittals. • Issue engineering supplemental instructions (ESI's). • Respond to requests for information. • Issue construction proposal requests. • Prepare construction change orders for execution by City and the contractor. • Perform substantial and final inspection and prepare punch lists. • Review contractor pay requests and make recommendation of payment to City. • Prepare project close-out documents which will include record drawings, final submittals, test reports, inspection reports, and project photos. (Operation and maintenance manuals are not anticipated for this project.) • Record Drawings- Upon completion of the project, the Consultant shall compile for and deliver to the Owner a reproducible set of record documents, created by the contractor. Record documents will included marked-up construction drawings, addenda, change orders and other data that show significant changes made during construction and will include the contractors hand drawn redlines scanned into a final PDF document (should the Owner desire the electronic files be updated, these can be provided as an additional service). City Responsibilities: • Attend weekly construction meetings. Attend monthly coordination and pay application review meeting. • Post-construction phase services (e.g. warranty inspection), as required. Assumptions: • The Consultant's time for completion of services is conditioned on the time for Owner and its contractors to complete construction not exceeding thirteen (13) weeks. If the actual time to complete construction exceeds the number of weeks indicated, then Consultant's period of service and its total.compensation shall be appropriately adjusted. • Consultant shall not supervise, direct, or have control over contractors work. Consultant shall not have authority over or responsibility for the construction means, methods, techniques, sequences or procedures or for safety precautions and programs in connection with the work of the contractor. • Project budget assumes one (1) construction contract. 213089-000 9 SCOPE AND BUDGET Task 12: Construction Observation The Consultant shall visit the site at intervals appropriate to the stage of construction in order to observe the progress and quality of the work completed by the Contractor. Such visits and observation are not intended to be an exhaustive'check of the contractor's work but rather are to allow the Consultant to become generally familiar with the work in progress and to ensure that all installed improvements are in accordance with the contract documents. Based on these observations, the Consultant shall keep the Owner informed about the progress of the work and shall endeavor to guard the Owner against deficiencies in the work. For budgeting purposes, the Consultant has assumed thirty (30) hours of observation per week during a thirteen (13) week construction window. If construction is longer than the previously mentioned duration, Consultant will be eligible for additional compensation. Construction observation services will include keeping daily observation reports, photographs of activities, coordinating with City/Engineer/Contractor, issuing field orders as directed by the Engineer, witness pipeline inspections and testing, review inspection reports prepared by third party material inspectors, develop punchlists and substantial completion documents: For substantial and final completion inspection, City will provide staff to attend the meetings and accept the work for City. Consultant Deliverables: • Construction observation logs. Digital copies of photographs. • Copies of inspection reports provided by third party inspections. • Substantial and final completion documents. SCHEDULE See attached Gant chart schedule developed during the scoping process. 213089-000 10 SCOPE AND BUDGET BUDGET The Consultant proposes to do the work for a total estimated budget shown In the table below. This budget is based on the following breakdown of expenses. While individual time and material tasks may be exceeded, the total time and materials budget will not be exceeded without prior written approval from the City. Task Billing Basis Budget Task 1: Project Management LS $ 9,360 Task 2: Topographical, Boundary & Utility Survey LS $ 18,100 Task 3: Preliminary Design LS • $ 15,500 Task 4: Final Design LS $ 49,500 Task 5: Wetlands Delineation LS' $ 6,720 Task 6: Geotechnical Investigation LS $ 8,170 Task 7: Easement Acquisition Support T&M NTE ' $14,500 Task 8: Field Exploration / Utility Conflicts LS $ 990 Task 9: Permitting LS $ 10,010 Task 10: Bidding Assistance LS $ 5,000 Task 11: Construction Administration T&M NTE $ 21,110 Task 12: Construction Observations T&M NTE $ 26,260 Total Task Order Budget $185,220 LS = Lump Sum T&M NTE Time and Materials Not to Exceed 213089-000 11 s m l „ - - r; s r' I. r ~E s w e7 3' i ~ ~ II. M~': III ~f ;u & g ~6 8 I~ IS g g Ig u g g g g'g =5f I =:x" ~x =!c :a SSxxaxxlSa`a °9R B .h 3.8 R;RR SISR SIS R'n !R B-« vlo 71R R F•8 F PROPOSAL I~1, Project No. 2013-14 AUSWt 8, 2013 COVER SHEET REQUEST FOR QUALIFICATIONS BASED PROPOSALS BEAR CREEK TRUNKLINE AND MOUNTAIN AVE SANITARY SEWER IMPROVEMENTS PROJECT No. 2013-14 City of Ashland, Oregon Legal Name of Firm Keller Associates, Inc. 0 Corporation ❑ Professional Corporation ❑ Partnership ❑ Limited Partnership ❑ Limited Liability O Limited Liability Partnership ❑ Sole Proprietorship ❑ Other" Malling Address 70713th Street SE, Suite 280, Salem, OR 97301 Contact Person Peter Olsen, P.E. Telephone 503)364-2002 Fax (503) 364-2801 Email Address pollen@keilerassociates.com Keller Associates, Inc. accepts all the terms and conditions contained in the City of Ashland's Bear Creek Trun~kliinne and Mountain Ave Sanitary Sewer Improvements RFQ. P-^ --7 Zi . - August 8, 2013 Signature ofauthoriz d representative Date Rod J. Linja, PE- President 45-0574227 Name of authorized representative Firm's Federal Tax ID Rod 1. Linja, PE, lames Bledsoe, PE and Peter Olsen, PE Names of person(s) authorized to negotiate contract Rod 1. Linja, PE and David R. Kinzer, PE Names of person(s) authorized to sign contract ~N CITY OF PROPOSAL ASHLAND 1 -DEMONSTRATED TECHNICAL COMPETENCE Nobody knows your system like we do. Our team completed the 2012 collection system master plan which identified priority pipeline Improvement projects along Bear Creek and Mountain Avenue. We've been in the manholes, walked the corridors, and worked with the City already. We bring local experience, regional expertise, and the jump start and insight that only comes from planning. Project Llnde~standirig. During high flow periods, existing pipelines in these reaches are at risk of surcharging and potential overflow. The purpose of this project Is to provide conveyance capacity needed for current flows, and reserve capacity for the future. Our role will be to provide'engineering design, surveying, easement acquisition, bidding, and construction support services. Our team Intends to complete all of the tasks outlined In the RFP. Rather than reiterate these tasks, the following project scope is intended to build upon the work breakdown presented In the RFP. Pre-design. We will begin with a review of the planning assumptions, surveying,' property ownership research, geotechnical work (if needed), and Initial contact with permitting agencies. Our team is uniquely qualified to review the planning assumptions, with team members intimately familiar with the hydraulic models and previous planning efforts. As part of the pre-design, we would recommend reviewing existing pipeline conditions, confirming existing pipeline locations and depths with survey data, documenting existing easements and right-of-way, and updating cost estimates. Should the existing 10-inch pipeline on Mountain Avenue be in good condition, the City may choose to parallel the existing line as a cost-saving measure. Pipe bursting is not recommended given the pipe size Increase and the desire to alter the existing pipe slopes on Mountain Avenue. As part of pre-design, preliminary pipeline layouts will be developed, and project + Legend issues will be summarized. We also recommend that the first public ProjeeLLacaWn outreach effort be. completed following M!~wotlende pre-design, allowing for community au..-,. IMYeer Food input to be incorporated Into the final design and construction. f pr+ F r , = ` o y Project deliverables: Pre-design report, public meeting materials jt 4 City involvement: CCTV (as needed), record drawings, pot holing (if desired), meeting facilities r Permitting. We are familiar with the t environmentally sensitive nature of the Ashland community, and we bring 7 i;," , ;li.r • ,~~n ai:e nooi tl working relationships with local and state regulators. Given the proximity to Bear Creek, special attention will need to be given to ensure protection of this valuable resource. Depending on the environmental requirements, permitting could be a critical path schedule item. According to the City's GIS data, portions of the project appear to be within the 100-year flood plain and adjacent to wetlands. For this reason, we suggest starting the permitting process early. Easements. Where feasible, new pipelines will be routed within existing easements and right-of-way to reduce costs. However, permanent and construction easements may be required to complete the work. We will rely on the expertise of Right-of-Way Associates to assist in property owner negotiations. Utilizing their services will ensure that Oregon real estate laws are followed, and that negotiations are conducted in a fair and professional manner. Their previous working relationship with Ashland will facilitate the process, bringing the greatest value to the City. We recommend that the easement acquisition process begin towards the end of the pre-design phase and be tied down before final design is completed. Project deliverables: Draft and final agreements City involvement: City input on negotiation process and access requirements KELLERASSOCIATES,INC. CITY OF PROPOSAL Me,muin M,.9°~Sa^/ Ssr Y„pwvm2a -AS H LA N D 12 Design. Design will be completed with regular Input from City staff. Permit and easement requirements as well as input on the pre-design documents from staff and the community will be Integrated into final plans and specifications. Design will follow engineering standard practices for projects completed in the region. To ensure the highest quality product for the City, our teaming partner ZCS will provide a peer review of the design documents prepared by Keller Associates. Project deliverables: 75%, 90916, and 100% design documents City involvement: City review of documents; final approval Bidding and Construction Support Service. Our team will assist in preparing bid documents, answering questions during the bid process, and facilitating a pre-bid conference. Construction services are intended to supplement the City's efforts as desired. Our local teaming partner ZCS will provide any requested day-to-day construction Inspection and administration Liam support. Our project manager, , Peter Olsen, is frequently in the q,n y,EVWm mdscatm Ashland area with ongoing work ,rocmwW,ewv. I ! {Iii 1 i { j ' 1 I I ! ! I ; j in Ashland and Grants Pass. d.o.y I ; f 1 ! I ! ! ! i I ! I I i i Peter Will attend construction _oRVrCiF41F ~nww ou. a meetings 1-2 times a month. He r.mrn~w~ { t ! ? I, f I 1 .I i .j,; will also review project progress, e.,mmarcyweon process pay requests, requests nexo 14 ! ; I ; ' ! for information, and change ?awma orders. tiw•cenae I! I f! I I I! i I I' i. i BN SWpvlBwk,s Schedule. We propose a timeline that will ensure the e""f"f" I i l- I I # I l ' i ! e ' I ! ! project Is completed well ahead of the City's August 8, 2015 deadline (see figure below). fwweron e,p!«. newmp. . i i_ f { { t i . i Easement negotiations and { ? ! nd.cuuwae,n . i j i i' l I permitting are anticipated to be critical path items. As part of our project management activities, the schedule will be regularly updated and discussed. ■ EXPERIENCE ■ CAPABILITIES Experience, Qualifications, and Similar Projects. Our team consists of experts for each task required by this project, providing experience in surveying, hydraulic modeling, design, geotechnical (if required), and easement acquisition. Keller Associates will be the prime consultant, with Peter Olsen serving as project manager. He will be supported by design staff and sub-consultants. A list of similar projects performed by members of our project team is found in Section 3. Appendix A and B Includes a table of references and reference letters attesting to the positive customer service and project outcomes by our team members. Experience arid Dualificadons James Bledsoe PE Prime - James has 15 years of experience In wastewater planning and design. He oversees all water and Principal In Charge Keller wastewater services completed In Oregon, Washington, and southwest Idaho. He has an excellent Associates working relationship with Ashland public works staff, having served as the project manager for the Ashland Comprehensive Sanitary Sewer Plan. His wastewater pipeline experience Includes serving gas the owner's representative for MITI Creek lift station and 3 mile pipeline design-bulld project in Stayton, Oregon; project manager for over 20 miles of water / wastewater pipelines for Nampa (all i completed within budget & schedule); and project manager for sewer pipeline extensions and rehabilitation projects for the City of Boise, Idaho. All Boise projects were completed within budget and on schedule, with many designs being completed In fewer than two months and some as quickly as one week. KELLER ASSOCIATES,ING CITY OF PROPOSAL ASHLAND ~rrwwww, maav~ Aes~va..~Y. a~ l Peter Olsen PE Prime - Peter will serve as the project manager. His experience Includes collection system planning and Project Manager Keller design. He recently served as the project manager for the Ashland Infiltration and Inflow study. He Associates has designed many miles of pipelines, and Is familiar with the permitting requirements for your project Peter's management expedence is complemented by his construction management experience, which includes the recently completed 511M sewer upgrade project for Slayton, Oregon. Peter Ls currently wrapping up the design of pipeline Improvements in Gates (where he assisted the city In searing 100°% grant funding), and a wastewater planning study in Sheridan, Oregon. With ongoing work in Grants Pass, he Is frequently In the area and will be able to provide the continued level of service Ashland expects from Keller Associates. Clients will testify to his customer service, responsiveness, ' and attention to detail which results In few change orders and efficient project execution. i David Kinzer PE Prime- David is an engineer's engineer. He serves as a mentor for junior and seniorengineers within Keller I Chief Engineer Keller Associates. David brings over40 years of civil engineering design experience. He has personally Associates designed hundreds of miles of utility pipelines. He also serves as the countysurveyor for two ceuntles. David will assist in the design, cost estimating, and quality control for your project. Andrey Chemishov PE Prime - Andrey will assist In the hydraulic modeling, pre-design, and design support services. He Is a skilled Project Engineer Keller designer, with attention to detail. His experience Includes numerous pipeline projections. Andrey also Associates served as project engineer for Ashland's Infiltration and Inflow study. Justin Ger itz PE Sub - Justin brings over 11 years of experience to the project team. He has extensive experience In Civil Project Engineer ZCS engineering design and Inspection. He will provide local engineering support services, including Engineering permitting, public Involvement, peer review, and on-site engineering Inspection services (as needed). Representative clients Include Eagle Point, City of Grants Pass, Jackson County, and the Talent Urban Renewal Agency. David Feinauer Sub - David has provided appraisal, negotiation, and acquisition servicas as both an employee of a public Right of Way agency and as a consultant and buyer's agent for over 43 years. He has experience acquiring sites as Associates well as right-of-way, permanent arid temporary easements for utility projects on commercial, Industrial, farm/forest and residential properties. Services provided meet the requirements of the Uniform ACT, ORS Chapter 35, and ODOT RAN Manual. Technically Advanced Specialized Services. Our project team includes firms CITY OF with manpower and expert ise -ASH LAN D to provide the City with the most technically advanced services needed to KELLER ASSOCIATES accomplish each task in a timely manner. Keller a - Associates employs the latest civil design drafting and design software, and is a msnta leader in the industry for Surveying I Geotachnical Design Q Permitting Ease Robh Women PE,GE,RG r Eocr Andrew Chemishov, PE tr✓J WAd FW.. Me" hydraulic modeling. Right-of- Richard Aispech.PLS(Tin Diwid Khzer, PE M construction ' way Associates is well known Susan Bumrum, PE 01A Peter Ohen PE eW throughout the state of Oregon r..,, sxn Jerry nxxnbn ow Justin Gerliz, PE a ca) zes 64...,sq, m. t+cei:im.a...y, tin me Justin Gediz, PE (zcs) ' for the ability to secure weeaw'As .atom easements and rights-of-way. ""'m°""°°` °"d° 0QVQq Complementing our team is Robin Warren, who can provide geolechnical services as needed. Keller Associates also has a proven process for public outreach that develops Informed consent by helping citizens see that the process was thorough, fair, and legitimate. KELLER ASSOCIATES,INC. ~I CITY OF PROPOSAL 14 ASHLAND Unique Strengths Unique Strengths and Equipment. - - Unique strengths of each of the major team Dedicated experience with Ashland; completed members are highlighted. Keller Associates is James Bledsoe Ashland's wastewater master plan; hydraulic committed as an Industry leader in equipment } modeling; public outreach i and techniques, using the latest software for Organization skills, responsiveness, and attention to i 3D design and collection system modeling. Peter Olsen detail set him apart from other project managers Our team also brings over 70 professionals who have the horsepower necessary to David Kinzer Extensive structural design and surveying experience complete your project in a timely manner. Our Justin Gerlitz Inspection; familiarity and proldmlty to Ashland team's. surveying crew employs three individuals with over 90 years of combined i David Fainauer 43 years of easement acquisition experience (most of which has been in Jackson County), and the latest software and Registered geologist, professional engineer, and equipment, including GPS and total stations. Robin warren geologist; familiarity with specific soil conditions in the project area PERFORMANCE RESOURCES • • TO PERFORM THE WORK Principal Involvement. James Bledsoe will serve as the principal for the project, playing a similar role to previous work completed for the City of Ashland. He will work closely with Peter Olsen In ensuring that proper resources are allocated to the project and that quality Is embedded in every deliverable. James will personally review all project deliverables, take a .leadership role in public outreach efforts, and assist In coordinating design personnel. Most Importantly,. he brings his commitment to the City of Ashland for continued quality service,, innovative solutions, and responsiveness. Similar Project Descriptions. The following table highlights some representative projects. Perhaps the most positive testimony to our service is that approximately 90 percent of all our work comes from repeat clients. We encourage you to read through the reference letters found in Appendix B. Keller Associates completed easement acquisition (using ROW Associates), permitting, planning, pn-design, 50% design, and development of a design-build manual for the Mill Creek lift station and pipeline pmjecL We also served as the owners representative during construction. The $4.OM project Included 8,700 feet of new HDPE 18-Inch force main. 10,000 feet of 12 to 24-inch Interceptor lines, odor control facilities, interlies with an existing lift station, permanent flow metering, sewer bypass pumping; bores, and extensive coordination with review agencies. The Slayton, OR project will eventually allow abandonment of 6lift stations (2 abandoned as part of this project), and continued growth in the Slayton - Sublimity area. The project was completed on schedule and was funded with DEO SRF loan funds. Keller Associates worked with the Design-Build team to realize cost-saving measures, such that the final contract cost of $4,024,876 was lower than the original bid amount by more than $250,000. Engineering fees Increased over Ume as Keliers role was expanded to include permitting, easement acquisition; and construction services. The total engineering fee for the project was $270,489. This $3.OM project was completed by ZCS Engineering for the Talent Urban Renewal Agency, and Included 3,600 Talent, OR feel of roadway and site design as well as full utility design and coordination, conslrucllon and inspection services. The project also included long range planning, careful coordination, and public Input from local residents, neighboring properties. and local business owners. Keller Associates has completed the Comprehensive Sanitary sewer master Plan and an Infiltration and Inflow Study, and is currently complaling the Facility Planning Study update. Flow monitoring and hydraulic modeling was I Ashland, OR completed. for the Bear Creek and Mountain Avenue Sewer Improvements. Each project completed thus far has been a success, with careful coordination with City staff, meeting desired schedules. and delivering quality products. The Comprehensive Sanitary Sewer Master. Plan received a recognition award from the Oregon ACEC for Its innovative and'greeri'solutlons. Best of all, the study was completed with no Increase to the original contract amount Over the past 20 years, Keller Associates has completed the design of several sewer line projects for the City of Boise. These projects Included surveying, utility locations, property owner contacts, and preparation of plans and Boise, ID specifications. Each of these projects was completed on schedule and within budget. One of the more challenging wastewater collection projects completed for the City of Boise was the Myrtle Street Sewer Rehabilitation project. This project Involved the replacement and,rehabilitatlon of approximately 2,300 feet of 8-Inch and 24-Inch sewer pipe, KELLER ASSOCIATES,INC. C I T Y OF PROPOSAL MeuetlnPm e~w~ry^ lnP~•••^M _ ASHLAND MIA using a combination of pipe bursting, cured-in-place pipe (CIPP) and open cut technologies. The project required careful coordination with regional transportation authorities, the state transpodat on department, and the City of Boise. Sewer bypass plans Included Innovative flow splitting and running a temporary pressure line within a storm drain pipe to avoid lane closures on a major roadway. Project cost for the Myrtle Street Sewer Project was $470,000. The majority of the Boise proJects am completed without any engineering contract amendment and few, if any, construction change orders. The Myrtle Street project had just one engineering contract amendment, when the engineering scope was expanded to include additional supplemental Inspections requested by the City. Total engineering and Inspection cost for this project was $40,000. Other Ashland projects completed by team members Include: ongoing ROW acquisition (HerseylWimer Intersection), Other Ashland Projects numerous public facility projects in Ashland (including 4. schools,; and the Southern Oregon University North Campus Village $30M project which Included over 2800 feet of new. sewer main); topographic mapping, right-of-way surveying„ and construction staking for the Bear Creek Trunk,. Phase 4 project. Other representative projects completed by members of the project team include: Starwastewater trunkline projects (2+ miles, 12-inch to 24-Inch diameter, 20+ feel deep, high groundwater); Nampa wastewater tunklines (4+ miles. 12- Other Inch to 364nch diameter, adjacent to waterways, Innovative slipitning, boring, sections 20+ feet deep,. groundwater, rock); Mountain Home (3+ miles, 12-inch to 24-Inch diameter, extensive rock excavation, easements and permits; hydraulic modeling and planning for numerous communities Including Ontario, Sheridan, Slayton, Sublimity, Wood Village, Grants Paw, Wilsonville. Amily, and Gales, Oregon. AVAILABILITY t AND FAMILIARITY WITH LOCALE Location, Staffing, and Proilimity to the Project. The majority of the work will be coordinated by Peter Olsen, from our Salem office. He Is currently managing projects in Ashland and Grants Pass, and thus Is in the area on a regular basis. He will work closely with Salem staff engineers to complete most of the engineering design work. Peter will closely monitor activities of the project team to ensure that things are completed in an efficient manner. Engineering design support and quality control will be provided from Keller's corporate office in Meridian, Idaho. Our sub-consultants who provide surveying, geotechnical, and inspection services are all Within 30 minutes of Ashland. Our responsiveness is something that sets us apart from our competition. We have a demonstrated track record for getting things done for Ashland. The City frequently calls upon Keller Associates when they need something done quickly. Keller Associates Will listen; innovate, and mobilize. Our service will be enhanced with the use of on-line meeting tools to keep you connected to the project team as the work progresses. We recognize that many of the professional services will be completed outside of the Ashland area. With our office in Salem, Keller Associates brings regional perspectives and expertise. We are accustomed to completing similar services for clients 5+ hours away. Every on-site visit and meeting is well organized with specific objectives. We are accustomed to working with local teaming partners who can provide day-to-day services that may be desired. Based on our experience with similar projects, we have found that our travel expenses are typically less than 3% of the total engineering cost. Given our low overhead, familiarity with your system, and expertise in completing projects similar to yours, we believe that we will provide Ashland the overall best value. Familiarity with Existing Facilities and Systems. Nobody knows your system like we do. Having recently completed sanitary sewer master planning for Ashland, the Keller team is Intimately familiar With the City, Its goals and future plans, as well as objectives of this project. We have completed flow monitoring, visited diversion sites, and completed hydraulic modeling for the project site. We have evaluated alternative pipeline sizes, pipe slopes, environmental conditions, and project constraints as part of the project planning effort. Additionally, team members have completed surveying and sewer design services in Ashland, and are familiar with the local requirements and processes. Our commitment will continue from planning through design, construction administration, and implementation support. Key personnel will be on-site at critical junctures, and complete substantial and final completion inspections. We will work closely With operations and engineering staff both during design and construction. Hydraulic modeling during average flow conditions will be reviewed for pipe scour conditions, and operation and maintenance activities will. be provided. Special attention will be given to flow diversion structure recommendations for and interties between parallel trunklines so as to optimize flexibility and control of flow. KELLER ASSOCIATES,ING PROPOSAL CITY OF ASHLAND PER ; 6 M"unuin Mai 'tn96wehnPl^c~ma Ownership Status. Keller Associates is an S-Corporation and a resident proposer as defined in ORS 279A.120. Keller Associates is an equal opportunity employer, and certifies non-discrimination in employment practices. James Bledsoe (principal-in-charge), as a shareholder in the company, has a vested interest in and long-term commitment to each project's success. ZCS is a C-Corporation, AGEGC is an emerging small business, Terra Survey Is an S- Corporation with the three principals owning 1/3 interest in the company, and Right of Way Associates is an S- Corporation with David Felneuer owner. PROJECT MANAGEMENT TECHNIQUES Lead Manager's Process. The schedule shown in Section 1 is tied to a detailed scope of work divided into tasks that are linked to the budget, completion dates, and deliverables. Peter will review this monthly with the project team and make adjustments necessary to keep on schedule and on budget. To coordinate with consultants and agency staff, Peter will hold regular progress meetings, provide monthly progress updates, and regularly communicate via email, phone, and conference calls. Peter will ensure that our team uses the following methods to minimize errors and obtain the best input: • Team individual (David Kinzer) responsible for overall quality assurance. • Communication. Regular communication with each other and the City to ensure proper coordination. • Peer Discussion/Review. All decisions are routinely evaluated before significant effort is expended; cost- saving measures will be sought, discussed, and approved for inclusion into the project. • Collaboration. Proper collaboration with team members and City staff prior to making important decisions, • "Cold Eye" Review. All deliverables are reviewed bya professional who is not actively involved. Our motto is "Engineering Solutions, Satisfied Clients." While our history shows minimal errors, if one does occur we work with the Owner to arrive at a mutually agreeable solution so that you are satisfied with the outcome. Quality Control Methods. As we move from planning and design to implementation, our team ensures that the final project conforms to the original design by providing inspection throughout project construction. Under the direction of Peter Olsen, Justin Gerlitz will provide day-to-day inspection services. Should the City choose to provide their own inspection services, Peter will work closely with the City in coordinating and reviewing work, similar to his services recently completed for the City of Slayton. Specialized inspections by structural engineers, if applicable; may be accomplished through site Relationships... The City has a strong work/ng relationship visits or photo review. As Project Manager, Peter with the key design staff at Keller... they have provided quality Olsen will visit the site during progress meetings deliverables on-time and within budget and as needed for specialized inspection. -Dave Kinney, Slayton, OR Occasionally, a construction change Is required by Public Works Director unforeseen circumstances or the owner desires changes to the facility function. Our response to this change involves a teamwork approach with the City and contractor. We discuss the issues with all parties and get appropriate input on costs, pros and cons of each approach, and other pertinent information to enable the City to make an informed decision that our team can proceed to implement with the contractor. - KELLER ASSOCIATES,INC. Aa ~C m X D CITY OF PROPOSAL ASHLAND REFERENCES Keller Associates works hard to ensure their clients have the highest quality services. At Keller Associates we "pride ourselves on the fad that 90% of our work comes from repeat clients. This appendix contains a list of references who have worked with Keller Associates on a day-to-day basis. Reference letters can also be found in Appendix B. Telephone/ Email ■I®_ I Dave Kinney Slayton Public Works Director p 503169.2919 /,dkinney@d.staylon.or.us 362 North Third Avenue, Slayton, OR 87363. Randy Jones Wood village Public Works Director 503.667.62111 randyj@ci.wood-village.or.us 2055 NE 238th Drive, Wood Village, OR 97060 I Gerald Fisher Silverlon Public Works Director 503.874.2210 / grsher@siivenon.ocus 306 South Water Street, OR 87381 Mike Fought Ashland Pubic Works Director 541.488.56871 foughtm@ashland.or.us 51 WMnbum Way, Ashland, Oregon 97520 Maryann Hills Aumsville City Administrator 503.749.1049/maryann@aumsville.us 595 Main Street, Aumsville, OR 87325: Eric Mende Wilsonville Deputy Cihj Engineer 503.570.15381 mantle@dmilmmille.ocus 29799 SW Town Center Loop East, Wilsonville, OR 97070 Chuck Mlckalson Ontario Public Works Director 641.881.3231.! chuck.mickelson@ontariouregon or0 444 SW 4ih Ontario. OR 97914 . Greg Benthln Gates Public Works Superintendent 503.897.26691 gbenthin.gatesmp@wbable.nel 101.sorbin Avenue, Gates, OR 97346 KELLER ASSOCIATES,ING A N D N ~ N d ~ N r C- X m W N A CITY OF WILSONVILLE IN OREGON Community Development Department Engineering Division October 12, 2012 TO WHOM IT MAY CONCERN RE: Referral Letter for Keller Associates Keller Associates recently completed major revisions to the City's Water System Master Plan (WSMP), and Water Management and Conservation Plan (WMCP). Both tasks were managed by Mr. James Bledsoe, with major support from Mr. Peter Olsen. Both tasks were completed on budget , even though the City extended the schedule twice, and the project ran about 8 months long. As pant of their WSMP work effort, Keller performed detailed research, analysis, and modeling of the current water system, pulling together a vast amount of historic system information that had not previously been captured in a single location. The WSMP was structured as a two volume set, with the main report providing critical summary information, capital cost estimates, and operational recommendations, backed up by a separate volume containing extensive technical appendices. These technical appendices provide the City with an invaluable reference document for the long term, and they are already being put to use. One of Keller's key strengths on the project was their ability the communicate effectively across a broad range of groups, including operations and public works staff, engineering and management staff, elected officials, state agencies, and the general public. Even though the document contained a couple of expensive and controversial recommendations, their technical basis was solid, and Keller's assistance at public open houses and at the Planning Commission and City Council hearings helped facilitate a smooth and relatively quick adoption process. I am very pleased with Keller's performance on this project, and have no reservations recommending them for similar work with other agencies. I believe the City received excellent value for the money spent. As the City's project manager, I particularly appreciate the fact that Keller stayed on budget even as the scope and schedule changed in response to internal issues. They were very responsive to our needs. Sincerely, Eric Mende, PE,. Deputy City Engineer 29799 SW Town Center.Loop E, Wilsonville, Oregon 97070 Phone (503) 682-4960 Fax (503) 682-7025 CITY OF KLAMATH FALLS, OREGON { 500 KLAMA'I'H AVENUE - P.O. BOX 237 KLAMATH FALLS, OREGON 97601 ww' oty AOTORM. NEW ZEALAND July 14, 2011 To Whom It May Concern: ZCS Engineering has worked on many projects for the City of Klamath Falls. The projects have consisted of., street reconstruction, waste water and waterline restorations and building modifications. The services provided include design as well as inspection. All of the projects were done according to the contract provisions and completed on time. The City of Klamath Falls intends to continue utilizing the professional Engineering services provided by ZCS Engineering. Sincerely, Mark Wilh'ett, P.E. Director of Public Works i I PUBLIC WORKS ENGINEERING 541-883-5363 541.883.5368 Fax: 541.883-5395 Fax: 541-883-5287 i• w,t, {I Mayor CmmNf Pretident Cmmcilois ::-jii~ •i- David M. Fuller Patricia Smith Mark Clerk Stanley Dirks Timothy Clark Wood w Village RFCtlVE. February 20, 2009 MARIBppgy Keller Associates, Inc. 131 SW 5t" Avenue, Suite A Meridian, ID 83642 Re: Work Completed by Keller Associates To Whom It May Concern: Keller Associates has been providing engineering planning and design services to Wood Village since 2000. In this capacity, they have completed water and storm water master plans and have helped implement needed well and tank Improvements. As part of our recent concrete water tank improvement project, Keller Associates looked at numerous replacement and rehabilitation options In an effort to develop the most cost-effective solution for the City. It has been our experience that Keller Associates is responsive, completing projects on-time and within budget. I have very much appreciated their work ethic. We have equally been satisfied with the quality of their work and look forward to working with them in the future. Sincere y;7 ancl d s Public Works Director City of Wood Village 2055 NE 238° Drive • Wood Village, OR 97060-1095 • (503) 667.6211 • FAX (503) 669-8723 • E-mail: city@ci.wood-village.or.us CITY OF GATES 101 Sorbin Street, Gates, OR, 97346 (503) 897-2669 TTY 1-800-735-2900 FAX(503)897-5046 Gateway to the Cascades April 25, 2012 Peter Olsen, PE Keller Associates, Inc. 780 Commercial ST SE Suite 202 Salem, OR 97301 RE: Gates Water Master Plan Dear Peter: The City of Gates would like to thank you and your staff for the useful and informative water master plan you helped create with us. We feel your professionalism helped make this project work smoothly from beginning to end. We appreciated your attention to our needs and your prompt and knowledgeable answers to our questions. We are very happy that you stayed in budget and in the time frame we needed to complete the project. This plan has helped us see some important needs for our community that we have missed or that we need to pay attention to immediately. It has also helped give us direction for goal setting to help keep our system strong and working well for future generations. We are already working toward implementation of items you pointed out. We would recommend Keller Associates to other communities and would be happy to speak of our experiences working with you and your company about your engineering services. The City Council, community members and staff enjoyed working with you and hope we can do so in the future. Sincerely, i 1 Va K ^ Mike Higgs Mayor City of Gates City of Gates AAIEEOE Complies with section 505 of Rehab Act of 1973 Commissioners: General Manager: GARY HICKS TIM SIMPSON JUDY RIDGE Treasurer: DON NUXOLL BOB SISCHO PUBLIC UTILITY DISTRICT I PO, Box 605 • Clarkston, Washington 9940370605 •509-758-1010 • FAX 509-758-1956 • www.asotinpud.org Jute 10, 2009 Rod Linja, P.E. President Keller Associates, Inc. 131 S. W. 5 s Avenue Meridian, Idaho 83642 Re: Letter of Recommendation Dear Mr. Linja: I am writing to express our appreciation for a job well done and the outstanding work performed on the Asotin County Wastewater System Condition Assessment and Feasibility Study that our utility authorized. We have found Keller Associates staff to be knowledgeablei experienced and responsive. The assessment and study and the resulting report was thorough and comprehensive and the work was performed in a timely manner. The assessment and study required communication with multiple agencies. Keller communicated well with all parties involved and provided regular updates on their progress through the project. We would recommend Keller Associates for future projects with our utility and for projects that other entities may be considering. We would welcome the opportunity to speak about our experience to anyone who is considering using Keller Associates for professional consulting and/or engineering services. Sincerely, ary Hicks, President Board of Commissioners it City of Silverton Public Works 306 S. Water St. CITY OF Silverton, OR 97381 - $ILVERMN Ph. 503-873-8679 YUBUC WORKS September 27, 2012 SUBJECT: Referral Letter for Keller Associates To Whom It May Concern, Earlier this year the City of Silverton successfully completed and adopted our Stormwater Master Plan (SWMP). Keller Associates, led by Peter Olson, PE, researched and prepared the City of Silverton's SWMP with Andrey Chemishov assisting with modeling and other aspects of the master plan. Both Mr. Olson and Mr. Chemishov worked closely with the City's staff, community members, and stakeholders to address the issues raised during the development of the SWMP. They were always prompt, knowledgeable, and answered questions in understandable terms. The SWMP project was delivered on budget and on time. I would recommend Keller Associates to my peers as a firm to provide master utility planning services for both stormwater and drinking water. Sincerely, Gerald Fisher, PE Public Works Director/City Engineer ntpltlle . .~9~or..rtlalv.;I(~osnoi... ~r~la a1No+/ra~ • 1150 South Main, Mountain Home, ID 83647 (208)587-2106 Fax (208)587-6433 July 31, 2013 Keller Associates, Inc. 131 SW sm Avenue, Suite A Meridian, ID 83642 Re: Reference Letter for Work Performed by Keller Associates To Whom It May Concern: The City of Mountain Home has experienced significant growth periods over the past few years. In my capacity as Public Works Director, I have worked closely with Keller Associates on a number of projects including new wells, water rights, generator facilities, pump stations, wastewater treatment Improvements, and several miles of water and wastewater pipelines. My primary contact at Keller Associates has been James Bledsoe. We have coordinated all of our projects through Mr. Bledsoe who has arranged for the appropriate expertise and experience from Keller engineers and support staff to work with the City on its water and wastewater planning and design support. Personally, 1 have worked closely with Mr. Bledsoe and Keller Associates in completing over $10,000,000 in water and wastewater Improvements. Through this interaction, I have found Keller Associates to be professional and responsive to our needs. I am happy to recommend Keller Associates as consulting engineers for water and wastewater planning, design and construction support services. In particular, I have enjoyed working with James Bledsoe. Sincerely, CITY OF MOUNTAIN HOME, IDAHO L. Wayne Shepherd, P.E. Public Works Director i Ca ft-ANDERSEN INC. December 1, 2008 To Whom It May Concern: ' RE: REFERENCE LETTER FOR WORK PERFORMED BY KELLERASSOCIATES Andersen Construction is a general contractor and construction manager founded in 1950 in Portland, Oregon. Andersen works primarily in Oregon, Washington, and Idaho averaging $300M in sales annually. We do approximately 85% repeat business with almost all of our work involving us being hired during a preliminary design stage. We began working with Keller Associates after being hired by Nunhems as the construction manager for a project in Parma, Idaho. We were brought onboard during a conceptual design stage of an expansion to their existing facility. -Nunhems is an agricultural company and this project was related to the receiving, processing, storage; and shipping of one aspect of their business. The project had a very significant civil and site utilities design element. Keller has been a standout working diligently at understanding the existing site conditions and designing creative and cost effective solutions to those conditions. The design they did turned out was solid and obviously well scrubbed internally before going to print Keller met all deadlines for the project and was always accessible to the project team and us. The construction budget for the site/civil work on the project was $3M and we had bid results with less than 7% spread across 5-6 bids, We take this as confirmation that the design was thorough without room for interpretation. This was our second experience with Keller Associates and we feel they are the best civil designers we have worked within the last 1o years working in Idaho. Please feel free to contact me with further questions as to the quality of Keller Associates work. Andersen Construction Company ' John H. Young General Manager-Idaho Al S E Public Works T Neal S. old.meyer, P.B. November 13, 2008 Dirad., Boise City Nan Keller Associates 1 so N. Capitol Bo.l.vard 131 SW 5" Avenue, Suite A Mailing Address Meridian, ID 83642 P. O. Box 500 Boise, Idaho 83701.0500 Phone RE: Reference Letter for Work Performed by Keller Associates 208/384-3900 Fak 208/433-5650 To WhomIt May Concern: T0o/FTY 800/377-3529 Keller Associates are currently and have been under contract with City of Boise for the past 5+ web years to provide professional services related to Civil and Structural Engineering. Many of their www.a;lyarbais..org projects have been completed on time or prior to established dead lines and within or under budget. Their projects are complete and thorough which has resulted in minimal change orders Mayor during the construction phase. They have been adaptive, responsive and sensitive to the City's David H. Bieler needs. Cit y Council President I have no hesitation of recommending Keller Associates for Civil or Structural Engineering David Eberle projects. Council Pro Tem Maryann. Jordon Sincerely, Vernon L. BismHeldl Elaine Clegg / - Ale. W. Sh..ly lim Tibbs toes J. Pazdy, Assistant City Engineer I. 1 en Equd Oppononiry FmplaYn G PriniW en .oyebd peps 1 CITY OF KUNA P.O. BOX 13 • KUNA, IDAHO 83634 PHONE (208) 922-5546 Rod Linja, P.E. President Keller Associates, Inc 131 S.W. 5 h Avenue Meridian, Idaho 83642 (208) 288-1992 RE: Letter of Recommendation Dear Mr. Linja. This letter is written to acknowledge Keller Associates' outstanding effort and continued support with respect to not only the recently completed Local Improvement District (LID) wastewater treatment project but also several other projects considering all aspects of planning and civil engineering design. of our Municipal infrastructure systems including transportation, water, wastewater, and irrigation system assets. We have found that Keller Associates is responsive and timely in meeting our needs. In addition, we find thaf Keller Associates has 'a high level of commitment to complete our project and has maintained an open communication channel throughout each project experience. We would certainly recommend Keller Associates for future projects within our City. We would also welcome the chance to visit further to discuss the aforementioned with anyone who is considering using Keller Associates professional services. Sincerely, City ofKuna, Idaho i J. Sett owdy Mao n ~E 3 ~ ~ a x n James Bledsoe, PE Project Manager James Bledsoe manages the water and wastewater group for the corporate _ office of Keller Associates, and oversees all work completed from Keller Associates' Salem office. He has been actively Involved in over 40 miles of utility pipeline design. Clients appreciate his responsiveness, organizational skills, and his ability to present things in a logical, easy to follow manner. James' planning and modeling expertise has led to technical papers published in . Current Methods, a magazine directed to water modelers. Prior to joining the Keller team, he worked as the technical support manager for three It internationally used civil engineering software packages. His planning i Educatloo: i experience is augmented by his project management experience in the design MS'CiviL Engineering and construction management of utility improvements. Examples of the type of r Summa Cum Laude - work completed include: Brigham Young University % j Public outreach efforts " Water conservation and reuse Yearsof..Experience:' # r_115:Years t Wastewater, water, and stormwater computer modeling and planning studies PrbfesslonalEngineer Waterpipelines, pressure reducingvalves, pressure sustaining valves Regislretfons: Wastewater interceptors 11 .:Idaho-10803; Pipeline rehabilitation,trenchlesstechnology Oregon.,- 734541) E • SCADA and controls WasFiingtoh-4398.4. I Water and wastewater treatment plants Wells, booster stations Wark Experlen`ce: # • Wastewater lift stations 1999 Present Keller j ' Water tanks - } Standby power facilities I Associates Meridian; ID i James' success at project management is demonstrated by the satisfaction of 1998=3999, Environmental i repeat clients Including Boise, Meridian, Nampa, Mountain Home, Burley, Modeling Systems, Inc { Jerome, Moscow, and Rexburg, Idaho and Wood Village, Station, Silverton, Provo„UT- Wilsonville, Ashland, and Ontario, Oregon. Representative projects Include: l • Ashland Comprehensive Sanitary Sewer Master Plan • Statton MITI Creek Lift Station and, Pipeline Project • Hydraulic modeling and planning for Wilsonville, Sheridan, Gates, Wood Village, Ontario, Moscow, Burley, Nampa, Rexburg • Mountain Home West Interceptor, 5`" West Interceptor, and lagoon piping projects • Nampa West Regional Lift Station and Pipelines, Karcher Lift Station and Pipelines, and pipeline projects for the displacement of Lift Stations 4 and 6. • Idaho Power. Pump Station and 9 Mile Transmission Pipeline Project KELLER associates Peter Olsen, PIE Project Manager i Peter is the office manager for our Salem, Oregon office. In this capacity he Is intimately Involved in all work completed in western Oregon. As the office A manager Peter oversees the day-to-day operation of Keller's Salem staff. He manages projects with Interaction between various offices and disciplines, insuring that the projects are completed efficiently and maintain the high standard of quality expected at Keller Associates. Peter's project management experience and training, (including formal Project Management Training by PSMJ Resources, Inc.) has provided Peter with an Educatlon: effective and efficient project management approach that ensures that clients 4!4 I MS CIvll Engineering ' j get the highest quality product delivered on time and within budget. This Brigham Young University ( includes keeping the owner both informed and engaged in the process. Sample I t I ` work includes: Years of Experience:,, j `30 Years ! • City of Staytbn, OR - Extensive city engineering services Including ( water, wastewater, stormwater system support. Specific tasks include I Prof se signal Engineer biosolids management plan, W WTP locker room owner's rep, 1/1 Registra Msupport, stormwater sample and analysis plan and basin analysis for Oregon'~'83510PE - hydraulics and water quality, water master plan update, water rights I zW 'ashi n 46680 support, council presentations, water system flow testing, water a^ #rtx system O&M manual, regulatory and funding agency support, dah 6-133824 'I I i p h x j environmental document support, shallow well investigation, city Work Exxperience i ordinance support. 2006-Present +ller; ( CltyofWillamina,OR - Recentlyappointed City Engineer of Record. Assodate~s Salem OR" Provide support for water system improvements, sidewalk design for ODOT grant, grant application support and creek bank stabilization 3's`t,^fl 2005 -Army Corps of support. J>f EnglnneeH,rs - • City of Sheridan, OR-Wastewater support services including review of a new headworks screen for the FCI facility as an owner's 2003&'2004 Suburban representative. Provides GIS services in converting the current r iWater Systems s i electronic mapping to a GIS based system. } t''ry~".k 5 s City of Amity, OR-Water master planning services Including a copper 4a t s: ~Organlz izatl~o n compliance report. W WTP headworks and lift station design, bid Am#erlcTan' Sodety of Civil 1 support, and construction administration. Engineers j • City of Wood Village, OR - Extensive city engineering services. PRV/ Amer an Public Works i pressure zone modification support including drawings, bid support, Association' • ` and construction management. Two water quality facilities as well as OregonAssoclation for, water reservoir modifications. Stormwater master plan update. CleanWater Agencies; • City of Kuna, ID -Served as the Assistant City Engineer Amer lc anCouncllofGem County, ID - Served as the Assistant County Engineer Engineer 9g Companies i KELLER associates Construction Administration /Management: . Peter has managed the construction of projects ranging from small parking lot and drainage improvements to the $11 million Stayton Wastewater Treatment Plant (WWTP) improvements project. Peter is certified by ODOT as a General Construction Inspector. Wastewater Systems: Peter has worked on various wastewater planning studies. For these studies, Peter defined design flows for the area under question. He has also worked to define the planning criteria used to determine design flows:, In Ashland, Peter organized city crews and trained them to utilize Keller Associates' flow monitoring equipment to document flows. These flows were used to calibrate computer modeling software. Peter conducted numerous facility condition evaluations and developed recommendations for the capital improvement plan. Peter recently managed the design of and Is currently managing the construction support for Amity's wastewater Improvements that include a headworks lift station and screening facilities. Other project examples include: • Sheridan Wastewater Facilities Planning Study (Sheridan; OR) • Ashland Comprehensive Wastewater Master Plan (Ashland, OR) • Ashland 1/1 Study (Ashland, OR) • Nunhems Site Improvements (Brooks, OR) ' • Stayton I/I Investigations, Biosolids Management and Marketing Plaos,'Stayton Wastewater' Treatment Plant Improvements (Stayton, OR) • Bellevue Wastewater Treatment Plant (Bellevue, ID) ' • Stateline Development (Pullman, WA) • VA Hospital (Boise, ID) • Mercy Medical Center (Nampa, ID) • Kuna City Engineering • Gem County Engineering • Treasure Valley Marketplace (Nampa, ID) • Ruby River Steakhouse (Boise, ID) • Star City Hall (Star, ID) KELLER associates Justin T. R., Urli&,RE. Director of Civil Engineering Biography Justin has over eleven years of progressively responsible experience in land use planning, civil engineering design, and civil engineering project management. While working in the Southern Oregon consulting Industry, he has worked on a broad range of engineering projects from public road improvements, residential/commercial subdivisions, and residential structures to several large commercial developments. He has significant experience managing collaborative projects between citizens and government agencies and enjoys working with P,rofessional_Reglstrations groups of diverse stakeholders on challenging issues. He prides Registered Civil Engineer himself on maintaining open lines of communication with all parties involved in a project to assure a successful outcome. Oregon 7o686PE In recent years, Justin has worked on multiple public, Education commercial, and residential development projects throughout the state and has helped ZCS strengthen the company's civil Bachelor of Science, engineering division and expand the Grants Pass office. Civil Engineering Oregon Institute of Technology Klamath Falls, Oregon Recent ZCS Projects • Goodpasture Investors LLC, Goodpasture Island Rd./ ii fears of_Ezpe~ienee Delta Bridge Expansion 9107 - Present • City of Grants Pass, Redwood Avenue Design Director of Civil Engineering ZCS Engineering, Inc. City of Grants Pass, Hubbard Lane Transmission Main 4102 - 9107 • City of Grants Pass, Western Ave./Blenda Ct. Storm System Design Project Manager • JCK of Southern Oregon Carl's Jr. In Grants Pass Wiegand Consulting Engineers Jackson County, JaCo Jail Sallyport Expansion & 6/ol - 9101 Basement Remodel Project Inspector Intern McKenna Homes, Williams Crossing Subdivision Jackson County Roads City of Eagle Point, Centennial Plaza Department 6199-9199 • Talent Urban Renewal Agency, West Valley View Project Project Inspector Intern • Krisselle Cellars, KS Cellars Tasting Room ODOT Region 4 • ABBE, Sonic Drive-In (Medford, Central Point, Springfield, Grants Pass) ;P.rofessidnal Associations Southern Oregon Chapter of Previous Project Experience. the International Code Council • City of Grants Pass, Harbeck Road Improvements Professional Engineers of • City of Grants Pass/Grants Pass Redevelopment Agency, Oregon (PEO) Fire Mountain Way and Parking Improvements Rogue Valley Area Committee • City of Grants Pass, West Park Street Improvements on Transportation (RVACT) . City of Grants Pass/Parametrix, Pine Street & 2nd Street Sewer Replacement LCS6N:GI.NEER1 ~1' Andrey Chernishov, PE, CWRE Project Engineer Andrey Chernishov serves as a project engineer at Keller Associates, where he Is responsible for a broad range of planning, engineering, and construction management related activities. Over the past 8 years, Andrey has served as a civil engineer in western Oregon for various municipal, residential, commercial, and industrial developments. He has a deep background In roadway, wastewater, water, stormwater utilities, site, grading, and erosion & sediment control design. In addition, Andrey is well versed in the Oregon land use application process. , Andrey has performed alltypes of land use planning from mixed use residential fEducatlon , developments to commercial and industrial sites for various counties and cities 1B5 Gvd•Engineenng~:~ throughout Oregon. He is proficient in civil design software such as AutoCAD Oregon State Unrversrty •=x+, y~-~y~. w Civil 3D and ArcG15 as well as various hydraulic, hydrological, and civil design applications. E Years of Experience e 8 Years t - Wastewater Systems: Andrey has completed several wastewater planning studies. He has extensive Professional Engineer 1 =t, wastewater pipeline and lift station planning and engineering design experience. ,~Regis[retlons"'r;r.,, Andrey assisted in the design of the replacement or rehabilitation of over Oregon-76347PE ' 23,000 linear feet of wastewater pipeline, which Included cured-In-place pipe California 7517 - (CIPP) technology. i Certiflcatlons Ashland, OR Wastewater IA Analysis - Assisted the City in analyzing the t~ fled Wata RI httss, sections of town with the highest amount of 1/1 in the wastewater Ex inner 7634f7CWRE • j collections system via smoke testing and flow monitoring. McMinnville, OR High School Basin Wastewater 1/1 Reduction Design - OOOTGeneral Construction ti _ f Served as project engineer assisting in the design for replacement or etnvironmentaiy troswn _tI }^~4 • t rehabilitation of 18,500 linear feet of 6- to 12-Inch wastewater Comrolilnspector, 48809 +r , xs j pipeline, which included CIPP technology. ;t°~ ~ ce: Lake Oswego, OR Capital Wastewater Line Ext & Road Improvements - a.Work~Expeden ~ -Present Keller ' Assisted in the design and construction inspection of 4,500 linear feet 1,42010 of new wastewater pipeline and 1,500 feet of public street Associates Sale nn%! i Improvements. , aka ; 2005.,2030 AKS aff' s h, 1 Construction Management: ?Englneering&Eorestry, Andrey's construction management experience Includes cost estimation and Sherwood OR •-+~•^.-.~aP s analysis including preparation of final bid documents, bid assistance, and review. fa i, Q Additionally, Andrey has extensive field inspection experience with wastewater dOrganizatlons , ,ofivil i systems, lift stations, water systems, utility, site, erosion control, and road American Sodety of C" i "tea ' I construction. r JLngme,'"ers ' Software Knowledge: Canby Parks & Rec Andrey Is proficient in the use of AutoCAD Civil 3D design software, as well as Committee Member various hydraulic, hydrological, and civil design applications such as InfoSewer, XP-SWMM, and ESRI ArcGIS. KELLER associates Susan Burnham, PE Project Engineer Ms. Burnham brings over 35 years of engineering experience to the project team. She has been responsible for all phases of,project development, wastewater facilities planning, design, construction administration, and preparation of operation and maintenance manuals. Ms. Burnham Is currently working on the Ash/and Fat!/HyP/ann/ngStudyand £nv/ronmenta//nformat/on Document. She handles many of the permits and environmental documents completed by Keller Associates. She also serves asa senior design engineer for completing wastewater pipelines and lift stations. y;EduwtIon s` )MS, OvII'Engineering, Below are some examples of completed work: ' ,',,University - of Idaho, Clarkston WWTP Influent Lift Station YearsofExprnce , { • Poison Creek Lift Station & Pressure Sewer t 39•Years ..4X k~ * Tamarack Resort Wastewater System, Phase 1 and 2 North Lake Pressure Sewer `professional Ens gin` er • Donnelly Uft Station Registrations::,, .r; • Westside Collection System and Lift Station ' Idaho -:2991' I Boise Sewer Pipeline Projects 4 Y 'Montana's 5434E Star North Interceptor/ Regional Lift Station f'~Washingtn~44,~5,i7, ~ • Moreland Sewer System f << • Aumsville Booster Station Upgrade orkiExperlence .l Ashland Comprehensive Sanitary Sewer Master Plan X2000-Present Keller z' { • S[aytonWWTP Improvements, Wastewater System Vulnerability Associateerlrrldia s ID Assessment and Emergency Response Plan, WWTP O&M Manual Grants Pass Storm water utility development 1996 .,000 Earth Tech ,i Sheridan Wastewater FPS n r z Nunhems Brooks Septic dosing system i1974~1996 eell`Walker ' Engineering, Inc . j d I KELLER associates David R. Kinzer, PE, SE, PLS Chief Engineer David Kinzer has over forty years of experience working in the field of Civil Engineering on all types of projects. He has extensive experience in design and construction supervision of over one hundred pumping facilities, hundreds of concrete and steel structures, and numerous water and wastewater pipelines. 7 Throughout his career he has acquired extensive experience in all phases of project development Including computer modeling, feasibility studies, master planning, cost analysis, surveying, project design, specification writing, bid I 1 proposals, and contract administration. David's experience also includes evaluation and rehabilitation of all sorts of civil projects Including bridges, water Education ,r BSSXIviI CIVII r,Engineerin'g facilities, and wastewater treatment plants. Aw' I University ofidaho,-- - s David also has extensive experience in cost analysis for all types of municipal t Years 'of~Experien:. l facilities including water, wastewater, and pressure irrigation Improvements. He has prepared cost analyses for long-term planning, alternative solution analysis, 42 Years hi x_l cost return for rehabilitation, construction cost and cost of maintenance for all Professional Engineer I types of water and wastewater facilities. Recent project experience Includes: mtA '+k F1,W." 8 ,Registra i tion s: i~Colorado`"11764 Ida ho Power Company La ngley Gulch fi'Idah'2659-) - Shallow well field, 350 psi booster station, surge analysis, " micro-hydropower evaluation, hydraulic evaluations, miles Washington 33989 of waterlines, easement legal descriptions tk, ~"-y : k Wor`ic•Experlence Kuria, ID c Effluent Pipeline, design support for $30M W WTP project 1998 - Present' Keller y Associates Meridian 1D . Sta on, OR t ` $11M wastewater treatment plant upgrade; manywater 1996"53997 Earth Tech. treatment plant improvements; water facilities evaluation Mill Creek Uft Station and Pipelines 4 1974 1996 Bell Walker EngineIng Inc Burley, ID - Well facilities, SCADA system, tank upgrades Ontario, OR - Structural design of 4 MGD water treatment plant expansion - Design of effluent. pump station and high-pressure pipeline • Mountain Home, ID New pump facilities, unique roll-away building design, standby power, tank rehabilitation (including roof replacement) Nampa, ID Storage and well facilities, SCADA, 16" Ave. Bridge Rehab, Karcher and West Regional Lift Stations and Pipelines KELLER associates ROWA David Feinauer ' Acquisition Manager, Acquisition Agent, Relocation Specialist YEARS OF EXPF.R_IENCr WORK EXTERIENCI? 43 years Right of Way Associates, Inc. Pducipal EDUCA71 ON 1990 - Present University of Southern California Master ofPaGlicAdminism7liou Self-Employed Consultant Rig& of Way Agent Brigham Young University 1979-1990 B.A. Political Selina, City of Los Angeles REGIS WITION Department of Water & Power Principal Real Estate Broker in 1976-1979 Oregon and Washington City of Los Angeles AFFILIATIONS Department of Right of Way & Land Member - International Right of Way 1969-1976 Association gRWA) SUMMARY David is a licensed Real Estate Broker in Oregon and Washington. He is the owner and president of Right of Way Associates, Inc., which was organized in 1990 as a full service right of way acquisition firm. He has oversight of all projects including sub-contracted services. David has provided preliminary contacts and liaison services, appraisal, appraisal review, negotiation, and relocation services since 1969. Part of the time he was an employee of a large public agency and as a private consultant serving public and private Agencies since 1980. David has a solid understanding of state real estate regulations which apply to the property acquisition process. He has acquired many types of easements and a wide variety of public facility sites. He has negotiated for residential, commercial, industrial and farm properties, many with highly complex environmental, title and ownership issues. David is familiar with Oregon and Washington land use regulations and their impact on acquisition negotiations. He has experience resolving complex negotiations. • I Richard F. Alspach 300 Cove Road Ashland, Oregon 97520 (541) 482-1514 QUALIFICATIONS Competent and reliable professional committed to providing top quality work. Works well independently or in a collaborative environment to achieve common goals. Proven ability to identify, analyze and solve complex properly boundary problems. Knowledgeable of local and state ordinances pertaining to land surveying and land development. Fourteen year history of working with the City of Ashland Engineering staff and personnel on city projects. Knowledgeable of the interests, sensibilities and concerns of the land owners in the city of Ashland. WORK HISTORY 1980-1984 Engineering Technician Department of Public Works Emeryville, California Responsible for field surveys and design of engineering projects. Duties included plat checking maintaining public survey records, contract administration and field inspection on public works projects and contact with the public. 1984-1989 Project Surveyor Burton Engineers Petaluma, California Responsible for field surveys and design of engineering projects. Duties included property boundary resolution, preparation of parcel maps and subdivision plats, construction staking and client management 1989-1999 Professional Land Surveyor/Entreprenuer Alspach Land Surveys San Rafael, California Initiated and maintained private land surveying practice specializing in complex boundary surveys, land divisions, and topographic surveys. 1999- Professional Land Surveyor/Partner Terrasurvey, Inc. Ashland, Oregon Formed partnership and established private land surveying firm offering all phases of land surveying services in the Ashland and Jackson County area, specializing in complex boundary surveys, land divisions, topographic surveys and construction staking. EDUCATION Bachelor of Science degree, cum laude, Geography 1974 Ohio University Athens, Ohio PROFESSIONAL LICENSE California PLS 6135. 1989 Oregon PLS 2653 1994 ROBIN L. WARREN, P.E., G.E., R.G. COMPANY POSITION: Principal Engineer REGISTRATION: Geotechnical/Civil Engineer, Oregon #15045PE Professional Geologist, Oregon #G1049 Geotechnical Engineer, California GE 2678 Civil Engineer, California #C 67250 Professional Geologist, California #7541 Civil Engineer, Utah #5571445-2202 Civil Engineer, Washington #27596 Civil Engineer, Idaho #7470 EDUCATION: M.S. Civil Engineering (Geotechnical Specialty), University of Illinois at Urbana, 1985. B.S. Civil Engineering, University of Illinois at Urbana, 1981, Chi Epsilon and Tau Beta Pi Engineering Honor Societies. Paraerayh Resume: Mr. Warren's unique background as a geotechnical engineer and geologist allows him to provide site-specific geotechnical engineering recommendations based on a strong understanding of local subsurface conditions. As principal engineer for Applied Geotechnical Engineering and Geologic Consulting LLC (AGEGC), he brings 30 years of geotechnical and geologic experience to this project. The majority of his experience was completed working with Geotechnical Resources Incorporated (GRI) in Portland, Oregon; The Galli Group in Grants Pass, Oregon; and AGEGC in southern Oregon. All three of these firms are geotechnical-based engineering consulting firms. Mr. Warren believes in a strong field presence during development of the project design and also during construction. In this regard, he has provided field investigations, design evaluation and computations, design reports, geologic evaluation, project management, client liaison, engineering supervision and review, and/or construction engineering on over 1,000 projects in the Pacific Northwest. He has developed excellent field evaluation skills and the ability to complete detailed geologic and geotechnical projects for complicated sites on time and under budget. His experience includes providing forensic engineering for various projects and clients, including insurance companies and local government agencies. At the request of various city and county agencies, Mr. Warren provides engineering peer review of various site-specific seismic evaluations. Mr. Warren has also provided continuing education seminars for architectural firms and a local county agency. Curriculum Vitae Robin L. Warren Page 2 One Pewe Resume: With 30 years experience as a geotechnical engineer, Mr. Warren has provided geotechnical engineering services on over 1,500 civil engineering projects in the Pacific Northwest. His experience as both a geotechnical engineer and as a geologist allows him to bring a unique perspective to any civil engineering project. The Ashland Bear Creek project will include areas of shallow, relatively hard sandstone that will require specialized methods and equipment for construction. Clients include municipalities, state and federal government, utilities, contractors, developers, insurance companies, civil and structural engineering firms, churches, and architects. Based on Mr. Warren's experience, AGEGC has been pre-approved to provide geotechnical engineering services by several state agencies including the Oregon University System and the Oregon Department of Transportation. Projects in Ashland completed by Mr. Warren include the Caldem Brewing Company's new facility east of Interstate 1-5, the Ashland Greenhouses Residential development along Bear Creek in east Medford, Ashland Fire Station No. 2 for the City of Ashland, geotechnical drilling for the City of Ashland (including rock coring) for the seismic evaluation of the dam for Reeder Reservoir, the Eagle Mill Road Bridges for Interstate I-5, Southern Oregon University's new student dormitory complex. While with other geotechnical engineering firms, Mr. Warren completed design geotechnical engineering for the main City of Ashland water line from Reeder Reservoir to the city's water treatment plant and the Oak Street Bridge over Bear Creek. Other geotechnical projects completed by Mr. Warren while Principal Engineer at Applied Geotechnical Engineering and Geologic Consulting LLC include design and slope stability evaluations (using GSTABLE7 software) for a 30-ft-high MSE wall that provided temporary support to the south-bound lanes of Interstate 1-5 at Grants Pass and for a temporary shoring system for a 20-ft-]sigh retaining wall for the Utah Light Rail System that supported an active railroad track system. Geotechnical projects also have included construction engineering services for new residential halls for Oregon Institute of Technology, a groundwater study and evaluation of an existing water well for the City of Klamath Falls, a geologic hazard study in the Klamath National Forest in northern California, a geologic/geotechnical study for a new transmission line for the Coos-Corry Electric Coop, and approximately 100 cellular communication towers in California, Utah, Idaho, Washington Montana and Oregon. Mr. Warren has also completed geotechnical investigations for an expansion to the City of Portland's Columbia Boulevard wastewater treatment plant, an expansion to the Kla-Mo-Ya Casino in Chilaquin, and a geotechnical review of ground improvements completed for the Cascade Ethanol Plant in Northwestern Oregon. Jeny Thornton Lead Designer, GIS Technician ~qwra Jeny Thornton has been actively Involved in the design process for multiple f?* projects throughout Oregon, Idaho, and Washington over the past 2 decades. -t1 She has a wide range of experience in the civil engineering field. She has extensive experience working on public works projects which Include GIS mapping, storm drainage and retention, irrigation, wastewater collection systems, water distribution systems, wastewater treatment and minor 1 structures. Jeny also has vast experience in mapping for storm drain systems, sanitary sewer systems, pressurized Irrigation systems, potable water systems, - { transportation plans, zoning and impact studies. Education f D x Currently, she is the CAD manager and department supervisor. Her duties ASS Design Engineering - Y. ( z x"Squ Technology . include hands-on design work as well as coordinating projects between sr engineers and designers In all of our departments. She is responsible for Ricks, College i creating and maintaining CAD standards company-wide, then distributing, Years of, Experience::. { training and offering support where needed to all of our offices. Jeny is also 22Y roficient in the use of many software applications, Including ArcMaP. AutoCAD, ~.-.es i proficient Revlt Structures & MEP, and AutoCAD Cidl 3D. She oversees the training for our Work Experience employees In all AutoDesk products including Civil 3D, AutoDesws industry 1999 ''Present4Keller j( leading civil engineering software. t Associates Merldiam ID Q~D~~'9ws i°rsgren i Associates Salt Lake Ciry l 1987,,:1990 Fors'gren a I t ~Associa[es Rez6ur i i I I I f I KELLER associates z D pa D m n C m CL a x m O CITY OF i -ASHLAND ADDENDUM NO. 1 TO THE REQUEST FOR QUALIFICATIONS BASED PROPOSALS FOR BEAR CREEK TRUNKLINE AND MOUNTAIN AVE. SANITARY SEWER IMPROVEMENTS This addendum issued this 24th day of July, 2013, provides a change to the Request For Qualifications Based Proposal: 1. CHANGE OF DATE: Page 10; Item 1.5.4 (B) - Minimum Proposal Contents B. Preliminary Work Breakdown and Schedule 1. The Consultant shall prepare a preliminary project work breakdown a_nd_schedtde that anticipates all services required to complete the projects before OOctober 1, 2013. The Proposal shall include a graphic Gant-chart style schedule of major work tasks with project milestones and estimate of time required to complete each task. The date shown in Item 1.5.4 (B) is hereby changed from October 1, 2013, to; August $`h. 2015., The above changes and additional information shall be incorporated into the applicable sections of the project bid documents and shall have the same standing as the originally distributed documents. Acknowledgement of receipt of this addendum is required as detailed on Page 6, Section 1.2.1 of the Proposal. END OF ADDENDUM NO.1 Engineering Tel: 541/4885347 20 E. Main Street Fax: 5414488-6006 Ashland, Oregon 97520 TTY: 800[735-2900 www ashland.or.us GApub-wrksleng\13-14 Bear Creek- Mountain Ave San Swr1A_Admin\Eng Pre ContracitADDENDUMSWdendum No. 1 -7-24-13.doc CITY OF ASHLAND Council Communication November 19, 2013, Business Meeting Economic Development Strategy Quarterly Update FROM: Adam Hanks, Management Analyst, adam@ashland.or.us SUMMARY The Economic Development Strategy adopted in July of 2011 contained an implementation plan sorted into three priority levels. With the completion of the bulk of the priority one implementation actions, staff presented a review of the work completed as well as a proposed update to the implementation plan at the Council meeting of March 19, 2013. The phase two implementation plan was approved by Council in June of 2013 with an updated set of ten "Priority One" actions to focus on for FY 13-14. BACKGROUND AND POLICY IMPLICATIONS: The following table lists the ten current priority one action items, gives a short description of the current status and provides a status based on the benchmark/performance measure associated with each of the actions from the updated Phase Two Implementation Plan. a 7.1 Improve the Land Use Development Process -.Incorporates actions 7.2 and 7.3 Led by the Community Development Staff, the Unified land use code project is nearing completion with a final draft being presented to the Planning Commission in December of 2013 with Planning Commission recommendations moving forward to Council for final review and approval in January or February of 2014. BenchmarklPerformance Measure Status - On Track 2.1 Formalize. relationships and roles for Ashland specific strateimplementation among ma'or artners The Mayor and staff attended a recent Jackson County Economic Advisory Council meeting to present the updated. Strategy actions and. coordinate activities as appropriate with the regional efforts. Staff continues to work with SOREDI and Business Oregon staff on regional,efforts that include Ashland . strategy implementation, businesses or property. BenchmarklPerformance Measure Status - Behind Schedule (first meeting by end of Q1 didn't occur) 2.2 Create formal and routine communication with all. regional economic development partners Staff has recently been invited to participate with the Ashland Chamber on its Economic Response Team. Staff is also coordinating a regular schedule of quarterly meetings with SOREDI, Business Oregon, Job Council and the Governors Regional Solution Team Manager that should be beginning. in January of 2014. Regular meetings with Chamber staff have remained consistent and valuable. Benchmark/Performance. Measure Status - Behind' Schedule (first meeting by end of 07 didn't occur) Page 1 of 3 ~r, CITY OF ASHLAND =F- 3.3 Create a coordinated economic development information and marketing plan to maximize public communication tools City and Chamber staff have met several times this quarter to work on. development of the Ashland Business Resource website, which will form the foundation of the local economic development communication and marketing tools and resource delivery to the Ashland business community. The project is being led by the Chamber and will include partnership from the City as well as others, potential private sponsor as well as other public agencies. The objective is to provide a common. location for all business resources at all stages of business development, from starting, growing, relocating and financing a business. The site will contain relevant local business and community demographics similar, but ultimately several layers deeper than data currently found in the Chamber's Living and Doing Business Guide. The content will be delivered both graphically and via video and will contain relevant business events and trainings, current news releases by business category and will allow user to register and have customized control of automated delivery of newly posted data. A related sub-action is the development, release and updating ofa local economic indicators dashboard to assist in evaluating the. local economic climate. City staff has developed askeleton framework based on other similar products in other regions in the state and will be working with. other' Departments and the Chamber to obtain the data and develop a system for updating. City and Chamber staff are continuing to work towards the drafting of a proposed partnership agreement between the City and the Chamber to define roles, responsibilities. and. costallocation which will be presented to Council for approval within the next 60-90 days. Benchmark/Performance Measure Status - On. Track 6.4 Pursue the expansion of a: State: E-Commerce Zone for Ashland The e-commerce overlay to the Jackson County Enterprise Zone was awarded in July of 2013. City and Chamber staff recently met with SOREDI staff to develop Ashland specific information sheets to distribute to all properties and businesses within the three Enterprise/E-commerce nodes within Ashland. City and Chamber staff are also developing common procedures and FAQ/Talking..points for key staff to use whenEnterprise/e-commerce questions arise to ensure that consistent and accurate eligibility and process information is provided to interested businesses. Working. with a property owner on a building construction development that initially appears to qualify for Enterprise zone benefits and possibly e-commerce benefits as well. Project will be going through the pre-app process in the coming month, Benchmark/Performance Measure Status - On Track 6.5 Evaluate land availability for business expansion on lands on or. adjacent to existing businesses City Admin, Community Development and Engineering staff have met and discussed process options, template/format, and property/resource attributes to include in the evaluations. Outreach to interested property owners may be leveraged by Enterprise/E-commerce zone outreach efforts. Benchmark/Performance Measure Status On Track 1.5 Assist local businesses in energy, water, waste supply chain: reductions. and efficiencies Staff recently obtained software contract information from ICLEI for the Green Business Challenge and has also recently presented to concept to the Chamber's Green Business committee to explore outreach/marketing partner opportunities. Software procurement and backend setup is expected to take 60-90 days from date of contract signing. Expected launch date is March of 2014 Benchmark/Performance Measure Status-.On Track 4.2 'Develo romote and ex and:'ob trainin programs to meet skill needs identified b local busines See action 4.1 Page 2 of 3 ~r, CITY OF ASHLAND 1.4 Create/Exoand.a local business resource & mentorino.propram See action4.1 4.1 Develop/expand procrams to connect local education partners with business community for experience and exposure to entrepreneurship business development & operations Theserthree actions rely heavily on partnership agreements with The Job Council. City and Job Council staff presented a proposed scope of services agreement based ominitial feedback from Council at the ©ctober Study Session. Based on the feedback, City and Job Council staff have met again and are developing a revised scope of service contrail and will be presenting mat.back to Council in the next 30-60 days for review and direction. The primary focus of the contract will be on addressing action 4.2. Quarterly meetings as described in actions 2.1 and 2.2 will assist in addressing the longerterm achievement of actions 4.2 and 1.4 BenchmarklPerformance Measure Status - On Track FISCAL IMPLICATIONS: N/A - Council Update STAFF RECOMMENDATION AND REQUESTED ACTION: N/A - Council Update SUGGESTED MOTION: N/A - Consent item ATTACHMENTS: FY 13-15 Strategy Implementation Plan Update Adopted 2011 Economic Development Strategy - www.ashland.or.us/strateav Page 3 of 3 ~r, CITY OF -ASHLAND Economic Development Strategy Implementation Plan Phase Two Implementation " FY soidf With the results of the business retention and expansion survey in hand, four of the six priority one actions complete and one well into its development and review phase, a more comprehensive review of the Strategy document as a whole is needed to maintain focus and productivity towards the overall strategy goals and objectives. The original strategy broke the strategy down into three primary areas: The Task, The Questions, & The Plan. The Task The task remains essentially unchanged, but for a few proposed additions to slightly enlarge the scope of the composition and impact of the next group of recommended implementing actions. Develop and implement a comprehensive economic development strategy for the purpose of: • Diversifying and expanding the economic base of the community • Supporting creation and growth of businesses and non-profit/public sector organizations that use and provide local and regional products and services • Increasing the number of family-wage jobs in the community • Leveraging the strengths of Ashland's tourism and repeat visitors Inclusion of non-profit and public sector organizations alongside the more common focus of "business" is intended to recognize the ability of many non-profit and public sector groups to contribute as a traded sector participant in the local economy, bringing "outside money in" by exporting their services to others outside the region, importing wealth in the form of grant funds that benefit the local economy in a number of ways and often paying wages at or above the regional median levels. The innovative partnership between the City of Ashland, the US Forest Service, Lomakatsi Restoration Project and the Nature Conservancy is a prime example of the impact of non-profit and public sector organizations in the local economy. The Questions The strategy development committee went through significant effort to answer the following key questions that helped shape the final plan: • What is economic development? • How is our economy different? (Advantages) • What is working for us now? (Strengths) • What is not working? (Weaknesses) I ` EConornk DEVELOPMENT STRATEGY Enhancing economic strength in community • What do we want? (Vision) • How do we get there from here? (Strategy) As various staff, local partners and Mayor and Council reviewed the results of the Business Retention and Expansion (B,R & E) survey, much of the survey responses were consistent with the committee answers to these questions. The B,R & E survey was a critical first implementation step that resulted in detailed statistical analysis of the current local economic climate and most importantly provided feedback and prioritization of specific actions, activities, services or resources our local business community needs and values to survive, thrive and grow. While the first five questions are important, the key question of "How do we get there from here?" forms the basis for the task of updating "The Plan" Before jumping into specific strategy objectives, four focused target business types were identified along with a business profile. They include: • Existing businesses in the community with a commitment to operating their business and living in Ashland • Businesses that rely on and earn a competitive advantage from innovation, creativity, design and technology in their operations for new product development, creation or expansion of niche markets, process improvements, etc • Businesses that produce specialty and value added goods or services with a market beyond our local economy • Businesses that purchase from the local and regional economy for supply or provide goods or services that reduce the need of the community to purchase goods or services from outside of region. To incorporate the traded sector value of local non-profit organizations, the term businesses should be defined to reference the inclusion of non-profits or be added to each of the four targets as well. The business profile seems to remain a good match to the types of businesses that the plan is intended to focus its efforts and has no differentiation between business and non-profit. The Plan The final strategy document contained the following seven objectives: • Assist local existing and emerging business stabilize and grow • Improve long term coordination and collaboration with local and regional economic development partners • Increase availability of investment capital for local businesses • Provide local educational & technical skills development to match local business workforce needs • Increase tourism in the fall, winter and spring and diversify the types of events and activities promoted • Provide appropriate land supplies for needed business growth/expansion with quality infrastructure to all commercial and employment lands 2 ` EConorniC DEVELOPMENT STRATEGY Enhancing economic strength in community • Manage the physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Implementing actions were built to accomplish each of the seven objectives. In reviewing the original prioritized action list along with the results of the B,R&E and various meetings and discussions with local business and economic development partners, the following updated priority list addresses the concerns, requests and desires of most. Each of the original actions contained a description providing additional details of tactics, tasks and projects to successfully accomplish the action. With the benefit of the additional review and input, the descriptions of the recommended new priority one items have been revised to assist with final funding, timeline, City staff and partner involvement needs as well as to most closely match the needs of the local economy. Priority 1 Actions (10 items) 7.1 Improve.the Land Use Development Process,-.,Incorporates actions 7k2 and~7t3 uf'. s A 2.1 Fo~malize-relatidnships and,roles fdr'Ashland specificstrategy implementation amonglmal partners ,Rr 11 22 8reate form al`andrroufine condniratlonwith all.regiohaheconomiadevelopmenGpartners 3.3 .Create a coordinated economic deGe~lopment+infonnation and.marketing,plan to maxlmize(publlccommunication tools ro 6-.4 Pursue the expansion or a'Stat E-Commerce Zone for=Ashland ~ ~ 6.5 it Evaluatwland=availaby for b sinssexpansion on landszonror adjacent to existing`:,businesses . v v r,e~~ z - , 1'.5 Assist local:businessesmenergy w~aler,:waste supplycham retluctibns-and efficiencies es . 42. Develop; promote and expantl job train ng program ,ttoo meet skill needs identified~byaocal business fi . 'y`o- s > 1.4 Crea[elEzpan% local business resource & mentoring,program C `w=7 a: xa. pda }R:'ls a x,a~kn: x e s- Lxy,~ v y +a z' 2 Asa K~x 4.1 Develop/expand programs to connect local education partners wnh business commumry for expenence,and exposure to entrepreneurship business development & o'eraho`ns ' ~ ~ Proposed to be directed to Council Goal concept of Jobs Commission/Jobs Advisory Board to review existing resources and develop actions to maximize existing resources or develop new resources specifically for Ashland employers and current/future potential employees. 3 ` ECOAOItdC DEVELOPMENT STRATEGY Enhancing economic strength in community Individual Action Detail 7.1 Impro the Land Use Development Process 1 City This action is one of the original priority one actions and remains in progress towards meeting the objective of improving the land use development process. As the Community Development Staff have progressed through their participation in the B,R&E survey as well as surveys to their own customers, many of the issues are being addressed through the Unified Land Use Code project. The Unified Code project objectives are to make the code clear, consistent, concise, adaptable and user-friendly, while also improving internal City department communication and coordination particularly on larger and more complex development projects. Phase II of the project is intended to address issues raised in action items 7.2 and 7.3, which state: 7.2 - Create incentives for development applications that meet certain pre-defined economic development eligibility criteria 7.3 - Consider changes to Land Use Development Code that may be inhibiting redevelopment or new construction Benchmark/Performance Measure - Completion of Unified Land Use Code project 2.1 Formalize relations~h p and roles for Ashland specific 1 BizOR, Chamber, strategy implementation among major partners (City of C-ity, JackCo, Ashland, Chamber, Jackson County, SOREDI, Business Oregon, Job SOREDI, SOU, RCC, Council, etc) SBDC, THRIVE With the responsibilities for the coordination and on-going implementation of the Economic Development Strategy and related activities resolved with its placement in the City Administrator's Office, this action will be given more attention and will function in parallel and in conjunction with the proposed updated priority one actions. Benchmark/Performance Measure - Schedule to host and conduct four quarterly meetings with representatives of economic development partner organizations in FY14 2.2 C-reate formal and routine communication with all regional 1 BizOR, Chamber, i economic development partner~s~ Ill City, JackCo, So EDI, SOU, RCC, SBDC, THRIVE This action is closely associated with action 2.1 and could benefit from the creation of a local Jobs Commission/Advisory Board, but will also rely and build on existing communication structures utilized by local and regional economic development partners. Benchmark/Performance Measure - Schedule to host and conduct four quarterly meetings with representatives of economic development partner organizations in FY14 4 ` Econornic DEVELOPMENT STRATEGY Enhancing economic strength in community 3.3 Create a coordmated economic development information 1 Biz-,, Chamber, and marketing plan to maximize public communication City, SOREDI, tools SOU/RCC The community has a variety of public communication resources such as City, Chamber and other economic development partner websites, social media outlets, direct mailing lists, e-newsletters, community TV (Rvrv), postings in community meeting spaces, City Commission & Committee packets, etc. A coordinated information and marketing plan would provide consistent and complete local and regional economic development information and services for the region. The system would integrate partner agency content to automate distribution across partner communication platforms for maximum efficiency and reach to the business community and the public. The B,R&E contained many references to the need/desire for increased marketing and communication efforts for business education and training, including Ashland specific data sets across a variety of often inter-related business segments such as real estate market analysis, detailed demographic analysis, etc. Additionally, resources such as current development related information, fees, licenses, services available, etc was also suggested to be pulled together into one resource location and kept current. 3.3.1 - A suggested concept to achieve this goal is a local business resource web portal which could house all of the information described above as a one-stop shop for market/demographic data, contacts, educational and business services resources across the various business segments. The portal would be organized to provide information, resources and guidance specific to the needs of the user: Starting a business - Business assistance/training, business/strategic planning resources, legal structures, licensing/permitting, site selection, sector specific customer demographics, local vendor supply chain opportunities Growing a business - Staffing/workforce training resources, expansion markets/exporting assistance, site evaluation, real estate occupancy/vacancy/BLI information Relocating a business - Site evaluation/land use codes, infrastructure assessment/constraints, incentive programs (enterprise/e-commerce zones), occupancy/vacancy/BLI information Financing a business - Local, State and Federal financing programs, grant opportunities, seed/angel fund programs, infrastructure deferral/loan programs, incentive programs 3.3.2 - Develop, maintain and publish through the business portal an economic indicators dashboard tool to assist Council, businesses and the community in gauging the local economic climate. Indicators could include totals, percentage annual change and comparisons to other communities in the following: • Business license registration by major category • Total employees by major category • Residential and commercial construction permits and valuation • Home occupation permits • Transient Occupancy Tax collections 5 ` EConornk DEVELOPMENT STRATEGY Enhancing economic strength in community • Occupancy rate • Visitor/tourist population • Ashland School District enrollment by grade • Commercial electric and water utility consumption • New commercial electric and water utility meter connections • Annual average home monthly rent • Median home sales • Population by age group • Attainment of Economic Development Strategy action targets Other regional indicators could be included and tracked to connect Ashland specific trends with regional indicators such as median household income, wage growth, etc that are not available at the Ashland community level. 3.3.3 - To further expand and provide exposure to the variety of core business segments, information could also be provided in the form of short videos for key local segments such as: Digital Technology , vitaculture/sustainable ag/organic farming, Performing Arts, Visual art and design, film and video production, culinary, government innovation/partnerships and connected to the business resource portal and other marketing partners and outlets. Benchmark/Performance Measure - Completion and quarterly reporting to Council and the community using an economic indicators dashboard with FYI 3 benchmarks and performance targets and measures where appropriate. 6.4 Deveplop and implement's communication/outreach plan for the 1 BizOR, chamber, recently awarded E-Commerce Zone city, Jackco, SOREDI With considerable support and assistance from Jackson County and SOREDI, an e-commerce designation was secured for the entire Jackson County enterprise zone which much of the employment lands in Ashland are now a part of. To maximize the benefits of this new resource, City staff will work with Jackson County and SOREDI to ensure that property owners, businesses and interested parties are aware of the program, its benefits and opportunities. Benchmark/Performance Measure - Contact all property owners and businesses within the three e- commerce nodes in Ashland, schedule and conduct informational meetings at each node location, follow up on interest from individual property owners or business owners by January 2014. One approved e-commerce business in FYI 4. 6 ` ECOnornk DEVELOPMENT STRATEGY Enhancing economic strength in community tUlElElt fiJuwk j4Vd' G, WE Evaluate land availability for business expansion on larids 1 BizOR, C-hamber, on or adjacent to existing businesses City, SOIREE)[ 1g ; " As most job growth comes from the expansion of existing businesses, it is critical to evaluate lands where business expansion is likely or desired to understand and anticipate obstacles and barriers of the adjacent lands for expansion while also looking forward using expected market growth need estimates over the next 10-20 years. Using the Urban Renewal District feasibility study, the EOA, the updated BLI, the B, R & E results and other related data, an initial analysis would be prepared. City staff or a designated task force could review and evaluate existing business expansion opportunities (adjacent lands), new business land needs consistent with identified target areas (profile/attributes action 1.1) and land needs and opportunities within the existing Urban Growth Boundary (UGB). The evaluation will include elements such as, infrastructure needs for the identified lands, existing and proposed zoning regulations and identification of potential conflicts with expansion forecasts/needs, etc. The results may indicate the desire and benefit for proactive adjustments to the zoning regulations, the inclusion of specific public projects in the City Capital Improvement Plan (CIP) and/or other policy modifications. The results will also provide those businesses contemplating expansion with upfront analysis of the practical and policy implications of a proposed expansion, removing much of the unpredictability of that process. Participating proactively with the business community on business expansion needs and obstacles was identified in the B,R&E survey as a significant business need and resource. City and Chamber staff had follow up conversations with many of the survey respondents and found a variety of issues where further site evaluation and identification of expansion needs would benefit both short and long term decision making for business expansion and could be the biggest assistance in retaining existing businesses in Ashland. Benchmark/Performance Measure Conduct a minimum of 10 site expansion evaluations in FY14 1.5 Assist local businesses in energy, water, waste, supply City, Recology, Parks chain reductions and efficiencies 1111904c, ©EO, Avista ffin The City of Ashland created an Ashland Green Business Program four years ago, managed and staffed through the City's Conservation Division, as a coordinated multi-agency team (City-water, City-Electric, Recology-waste, Avista-Nat gas, DEC) to help businesses wanting to increase the efficiency and sustainability efforts of their business operations. The program conducted audits in all major consumption categories and works with businesses to develop plans and strategies to reduce initial consumption, reduce waste and eliminate toxic materials. In addition to reducing operating costs for local businesses and preserving community resources, successful implementation of audit findings result in job creation for the local construction/trades sector. 7 ` EConoxnUC DEVELOPMENT STRATEGY Enhancing economic strength in community With turnover in staffing and a significant increase in program workload each year (new businesses are added with existing businesses going through annual evaluations), the Green Business Program has been placed on hold pending a review of program objectives and potential tools available to more efficiently deliver the level of service expected and desired of the program. Staff proposes providing businesses with a set of online tools developed by ICLEI (Local Governments for Sustainability) called the Green Business Challenge. The product allows locals businesses to complete a baseline survey of their resource usage, select a goal level to achieve in each category, use the software to track data over the period of the goal, connect with City and other partner resources to help meet the selected goal and compare their progress with other local businesses and businesses of their type across the nation. This program format allows staff to serve interested businesses regardless of the volume of interest and participation. Benchmark/Performance Measure - Participation by 30 local businesses by end of FY14 F 4 8FS4#~' lVl!MEit' ~i4~V~, 4.2 Develop promote, and expand job training programs to 1 Chamber, City, Job meet skill needs identified by local business Council, SOREDI 1.4 Create/Expand a local business resource & mentoring 1 C-hamber, City, program SOU/RCC-SBDC 4.1 Demelokp/expand programs to connect local education 1 ASD, SOU/RCC, partners wi th business community for experience and Chamber, Job t7 exposure tt repreneurship, business development & C-ity Each of these actions were mentioned consistently throughout the B,R&E as programs and services that would benefit local businesses. All three actions identified and supported in the B,R&E are occurring at some level within the region. The reoccurring theme throughout the survey response and from other discussions with business leaders and partner organizations is that there is a need for Ashland specific resources and programs in these areas. As part of Council's goalsetting for 2013-14, an objective was identified under the community quality of life goal to establish a permanent jobs commission. A group like a Jobs Commission or Jobs Advisory Board could be developed and charged with developing a prioritized plan to leverage existing services and augment those services when necessary to ensure that work being done in the region is available, accessible and tailored to Ashland employer and employee needs. Staff level discussions with the listed partners indicate that a variety of programs currently in place in the region would benefit from additional participation from Ashland businesses, institutions, schools and non-profit and government partners. 8 ` ECOnOrruC DEVELOPMENT STRATEGY Enhancing economic strength in community Priority 2 Items (7 items) 1.6 Determine feasibilityldemand for BizOR, Chamber, City, ChamberlSOU TBD local business assistance and support ❑ SOREDI, SBDC, RCC, office SOU 3.2 Create opportuniti771 ❑ City. Chamber. SOREDI Chamber Econ Dev budget local access to funds (staff time) 5.1 Maximize City funded marketing G n Chamber, City Chamber Econ Dev Grant or efforts targeted for "year-round" contract tourism 5.2 Determine market feasibility for a Chamber, City, OSF; City Econ Dev budget convention/community center SOU (Staff time + contract) 5.3 Develop a capital improvemem ❑ City City City budget plan and maintenance strategy for the (Staff time + contract) Plaza and downtown 6.3 Complete transportation and utility City City CIP budget service connections to all commercial and industrial lands in the City limits (Staff time + Contract) and UGB 6.7 Complete and maintain real-time 2,t Chamber, City, SOREDI, City/Chamber Econ Dev Grant or commercial occupancy data Private contract (availability, price, contacts, etc.) Possible data set to be incorporated into proposed action 3.3.1 - Business Resource Portal Priority 3 Items (8 items) 1.3 Increase opportunities for local ❑ Chamber. City. SOU, THRIVE Econ Dev Grant or import substitution and local to local THRIVE contract purchasing 6.2 Complete and maintain publicly City City PW budget accessible real-time online buildable (Staff time) lands inventory 6.6 Determine feasibility and Econ Dev/Admin cost/benefit for public purchase of key 3 City City budget industrial lands to make "shovel ready" for re-sale for business development (Staff time) 7.4 Update the Economy Element of City City Comm Dev/Econ Dev the Comprehensive in budget (Staff time) 9 ` EConornk DEVELOPMENT STRATEGY Enhancing economic strength in community M7;5 Provide public access to Emom development related data sets GIS 7.6 In egra etexng sustainable B City City Comm Dev budget development concepts & practices into (staff time) development standards 7.7 Creaite and defne quantifiable IMEN community "Quality of Life" indicators to measure economic development strategy success, both monetary and non-monetary 7.8 Develop and Implement a Pa,aoe © Chamber. City , City Econ Dev/Admin Improvement Program budget (Staff time) ' Possible data set to be incorporated into proposed action 3.3.1 - Business Resource Portal 10 ` Econor dC DEVELOPMENT STRATEGY Enhancing economic strength in community CITY OF ASHLAND Council Communication November 19, 2013, Business meeting Approval of Special Procurement for Construction Phase Consulting and Project Management of the Calle Guanajuato Project FROM: Don Robertson, Parks and Recreation Director, don.robertson@ashland.or.us SUMMARY This is a request for City Council, acting as the Local Contract Review Board, to approve an exemption from the competitive bid process and directly award a contract to OBEC for project management, inspection of demolition and construction activities, design and consultation during construction, review of shop drawings and submittals, preparation of monthly progress payment estimates and preparation of as-built plans for the Calle Guanajuato resurfacing project. BACKGROUND AND POLICY IMPLICATIONS The Parks Department, along with Water and Electric Departments, will begin the construction phase of the Calle Guanajuato project on or about November 25, 2013. Currently, OBEC is working with the Parks, Water and Electric Departments on most phases of the project, including survey work and engineering. Staff would like to continue working with the same company, OBEC, for the construction phase of the project. FISCAL IMPLICATIONS: The cost of this phase is $88,499.04. Water: $12,030.00 Parks: $76,469.04 This will be paid for out of budgeted CIP Funds from each department. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff recommends approval of the Special Procurement to Award contract. SUGGESTED MOTION: I move that Council, acting as the Local Contract Review Board, adopt the findings set forth in the attached Special Procurement Request for Approval and approve the Special Procurement described therein. ATTACHMENTS: Special Procurement-Request for Approval (Written Findings) Page 1 of 1 1r, CITY OF FORM #9 ASHLAND SPECIAL PROCUREMENT REQUEST FOR APPROVAL To: City Council, Local Contract Review Board From: Don Robertson, Director, Ashland Parks and Recreation Date: 11-13-13 Subject: REQUEST FOR APPROVAL OF A SPECIAL PROCUREMENT In accordance with ORS279B.085, this request for approval of a Special Procurement is being presented to the City Council for approval. This written request for approval describes the proposed contracting procedure and the goods or services or the class of goods or services to be acquired through the special procurement and the circumstances that justify the use of a special procurement under the standards set forth ORS 279B.085(4). 1. Requesting Department Name: Ashland Parks and Recreation 2. Department Contact Name: Rachel Dials, Recreation Superintendent 3. Type of Request: Class Special Procurement X Contract-specific Special Procurement 4. Time Period Requested: From November, 20, 2013 To: April 130, 5. Total Estimated Cost: $88,499.04 6. Short title of the Procurement: Special Procurement for OBEC for Construction Phase of Calle Guanajuato Project Supplies and/or Services or class of Supplies and/or Services to be acquired: Construction project management, inspection of demolition and construction activities, design consultation during construction, review of shop drawings and submittals, preparation of month progress payment estimates and updates and preparation of As-built Plans. 7. Background and Proposed Contracting Procedure: Provide a description of what has been done in the past and the proposed procedure. The Agency may, but is not required to, also include the following types of documents: Notice/Advertising, Solicitation(s), Bid/Proposal Forms(s), Contract Form(s), and any other documents or forms to be used in the proposed contracting procedure. Attach additional sheets as needed. Background: Utilization of project management is a practice for bigger projects within the department that staff does not have the expertise to manage. Form #g - Special Procurement- Request for Approval, Page 1 of 3,11113/2013 Proposed procedure: Directly award public contract for final construction project management, inspection of demolition and construction activities, design consultation during construction, review of shop drawings and submittals, preparation of month progress payment estimates and updates and preparation of As-built Plans. 8. Justification for use of Special Procurement: Initial contract for Phase I & 2 were awarded by direct appointment. Seeking an exemption for the competitive bid process to award final construction phase to OBEC Engineering. 9. Findings to Satisfy the Required Standards: This proposed special procurement: X (a) will be unlikely to encourage favoritism in the awarding of public contracts or to substantially diminish competition for public contracts because: This proposed special procurement would be unlikely to encourage favoritism in the awarding of public contracts or to substantially diminish competition for public contracts because OBEC Engineering has been involved in the first 2 Phases of the project and has detailed knowledge that if we were hiring another engineering firm, would require extra staff time. The company also has knowledge of the project and previously worked on the Calle project after the 1997 flood X (b)(i) will result in substantial cost savings to the contracting agency or to the public because: Staff does not have the expertise to project manage the details and requirements of this project. (Please provide the total estimate cost savings to be gained and the rationale for determining the cost savings); or (b)(ii) will otherwise substantially promote the public interest in a manner that could not practicably be realized by complying with the requirements of ORS 27913.055, 27913.060, 279B.065, or 279B.070, or any rules adopted thereunder because: (Please provide specific information that demonstrates how the proposed Special Procurement meets this requirement.) Form #9 - Special Procurement- Request for Approval, Page 2 of 3,11/13/2013 Public Notice: Pursuant to ORS 279B.085(5) and OAR 137-047-0285(2), a Contracting Agency shall give public notice of the Contract Review Authority's approval of a Special Procurement in the same manner as a public notice of competitive sealed Bids under ORS 279B.055(4) and OAR 137-047-0300. The public notice shall describe the Goods or Services or class of Goods or Services to be acquired through the Special Procurement and shall give such public notice of the approval of a Special Procurement at least seven (7) Days before Award of the Contract. After the Special Procurement has been approved by the City Council, the following public notice will be posted on the City's website to allow for the seven (7) day protest period. Date Public Notice first appeared on www.ashland.or.us - November 20, 2013 PUBLIC NOTICE Approval of a Special Procurement First date of publication: November 20, 2013 A request for approval of a Special Procurement was presented to and approved by the City Council, acting as the Local Contract Review Board, on November 19, 2013 This is a Contract-specific special procurement" to directly award a contract to OBEC for the Construction Phase of the Calle Guanajuato Project which includes: construction project management and engineering services, surveying, final inspection of project and contract administration. The estimated cost and amount budgeted is $88, 499.04 The timeline of the intended contract and Final Construction Phase will be November 20, 2013 through April 30, 2014. It has been determined based on written findings that the Special Procurement will be unlikely to encourage favoritism in the awarding of public contracts or to substantially diminish competition for public contracts, and result in substantial cost savings or substantially promote the public interest in a manner that could not be realized by complying with the requirements that are applicable in ORS 279B.055, 279B.060, 279B.065, or 279B.070. An affected person may protest the request for approval of a Special Procurement in accordance with ORS 279B.400 and OAR 137-047-0300. A written protest shall be delivered to the following address: City of Ashland, [Ashland Parks and Recreation, Rachel Dials, 340 S. Pioneer St. Ashland OR 97520]. The seven (7) protest period will expire at 5:00pm on November 26, 2013 This public notice is being published on the City's Internet World Wide Web site at least seven days prior to the award of a public contract resulting from this request for approval of a Special Procurement. Forth #9 - Special Procurement- Requestfor Approval, Page 3 of 3,11/13/2013 ' ~ flfJItIIR ~ (1611((f! CONSTRUCTION ENGINEERING (CE) & CONTRACT ADMINISTRATION (CA) CALLE GUANAJUATO RESURFACING PROJECT CITY OF ASHLAND PARKS STATEMENT OF WORK (SOW) The purpose of this SOW is to add the necessary tasks related to Construction Engineering (CE) and Contract Administration (CA) for the Calle Guanajuato Resurfacing Project (the "Project"). This agreement does not delete, revise, or replace the tasks or requirements for previous phases of the Project unless otherwise specifically provided in this Contract. Consultant shall provide Construction Engineering (CE) services and Contract Administration (CA) necessary to meet the following requirements: CE and CA work tasks include the following: • All construction Project Management • Inspection of demolition and construction activities • Design consultation during construction • Review of shop drawings and submittals • Preparation of monthly progress payment estimates • Preparation of As-built Plans TASK 1 - CONSTRUCTION PROJECT MANAGEMENT & COORDINATION Consultant shall perform the following services as part of Task 1,.Construction Project Management and Coordination. The major objective of this Task is to establish the lines of communication, and set forth the priorities between the City of Ashland Parks Department and the Consultant. As the work progresses, the Consultant shall keep the City informed of the Project work progress and aware of changes affecting the Project including schedule and related costs. Consultant shall prepare and provide monthly Project invoice with progress reports to the City of Ashland Parks Department. Consultant shall: • Immediately after receipt of the NTP, schedule and conduct a preconstruction conference in order to discuss with the Construction Contractor (CC) and City of Ashland Parks Department the construction schedule, utility involvement, required documentation submittals, materials testing, surveying, and other items relevant to the construction of the Project. • Prepare an agenda for the preconstruction meeting. • Prepare and distribute minutes for the meeting within five (5) business days after the meeting. Up to five (5) Project team meetings may be held with the CC and the City of Ashland Parks Department to discuss the Project schedule and other outstanding issues for the Project. Statement of Work, CE/CA Amendment OBEC Job No. 505-004 City of Ashland Parks Page I I iiii}11ti° Consultants resident inspector must attend these meetings. Consultants Project Manager (PM) shall attend one (1) meeting per month up to five (5) meetings. Task I - Deliverables: Consultant shall: ♦ Develop agenda for the preconstruction meeting and distribute to City of Ashland Parks Department and CC. Schedule: Three (3) business days prior to the meeting. ♦ Prepare minutes to document the meeting to the CC and City of Ashland Parks Department. Schedule: Within five (5) business days after the meeting. ♦ Prepare minutes to document up to five (5) progress conferences with the CC, and City of Ashland Parks Department staff. Schedule: Within five (5) business days after the meeting. ♦ Provide monthly progress reports with invoices to the City of Ashland Parks Department. Schedule: Monthly in the normal billing cycle. TASK 2 - CONSTRUCTION SURVEYING Consultant shall provide all surveying control data required to control all phases of work and to construct the Project to the lines and grades as shown, specified, or established. Consultant shall provide all supporting computations and field notes required for the construction contractor to control the work and as required to establish the correct position, orientation, and elevation of the work from control stations, including furnishing and setting construction stakes and marks, reference marks, and additional control stations. Consultant shall: Verify all initial horizontal and vertical control stations in the proximity of the project. • Provide calculations, field notes, and survey drawings for the layout and control of the work as are required to construct the project as specified. • Prepare horizontal and vertical alignment construction grade data from the Contract Plans and Specifications. Task 2 - Deliverables: Consultant shall: ♦ Provide calculations, field notes and survey drawings for the layout and control of the work. Schedule: As required periodically throughout the project. TASK 3 - CONSTRUCTION ENGINEERING AND INSPECTION Statement of Work, CE/CA Amendment OBEC Job No. 505-004 City of Ashland Parks Page 2 Willits Consultant shall perform engineering and inspection required to ensure conformance of the Project with the plans and specifications for the Project. The engineering and inspection must take place concurrently with the CC's operations. For budgeting purposes, it is assumed that construction will be limited to 16 weeks and that OBEC's inspector will be needed for an average of 35 hours per week for up to ten weeks and 24 hours per week for up to six weeks. The general order and nature of inspection will be as follows: Consultant shall: • Inspect erosion and sediment control measures. • Inspect removal of existing structures and obstructions and miscellaneous items. • Inspect Underground and above ground utility installation. • Inspect surfacing removal. • Inspect structure installation. • Inspect wearing surface installation. • Inspect electrical system material and placement. • Inspect water main replacement. • Inspect planting and irrigation installation. Task 3 - Deliverables: Consultant shall provide: ♦ General daily progress reports. ♦ Photos (as necessary) ♦ Field notes, measurements, and general documentation. Schedule: As requested. TASK 4 - REVIEW AND APPROVAL OF SHOP DRAWINGS AND SUBMITTALS Consultant shall review details for shop drawing submittals and other product data submittals. Shop drawings and submittals will be stamped, signed, and dated by FOR and marked as either "Approved", "Approved As Noted", "Returned for Correction" or "Rejected" for non- engineered shop or working drawings. Engineered shop or working drawings will be stamped either "Reviewed" or "Reviewed with Comment." Consultant shall also perform review of CC submittals for project schedule, and erosion and pollution control plans. Consultant shall maintain a record of submittals including dates received, forwarded, and returned. Consultant shall process shop drawings in a timely manner so as not to delay the CC operations. Task 4 - Deliverables: Consultant shall: ♦ Maintain submittal log. Schedule: Within the twenty-one (21) day period identified in most recent version of the Supplemental Oregon Standard Specifications for Construction. Statement of Work, CE/CA Amendment OBEC Job No. 505-004 City of Ashland Parks Page 3 flttllllli ~ IIfllfllt TASK 5 - DESIGN CONSULTATION AND PLAN CHANGES DURING CONSTRUCTION Consultant shall provide consultation and technical services regarding design issues raised during construction of the Project. Consultant shall clarify construction contract documents; respond in writing to Requests for Information (RFI's), and monitor design assumptions. In conjunction with the above, Consultant shall provide written responses to RFI's as well as prepare design modifications and issue plan changes as required to assure conformance to the final product. The design consultation will occur only as required and may be ongoing throughout the construction contract. Engineering work will be prepared under the direction of the Consultant's Oregon registered Professional Engineer. Revisions to final drawings and specifications must bear the stamp of the Consultant's professional engineer responsible for, or for the oversight of, the preparation of the drawings and specifications. Task 5 - Deliverables: Consultant shall provide: ♦ Three (3) hard copies of written responses to RFIs - one (1) each to CC, and City of Ashland Parks Department. Schedule: Within five (5) business days after receiving the RFI from CC, or City of Ashland Parks Department. ♦ Two (2) hard copies of draft design/plan changes - one (1) each to.City of Ashland Parks Department. Schedule: As required to eliminate or minimize impacts to CC's schedule, but no later than five (5) business days after City of Ashland Parks Department agrees that a design/plan change is required. ♦ Two (2) hard copies of final design/plan changes - one (1) each to CC, and City of Ashland Parks Department. Schedule: As required to eliminate or minimize impacts to CC's schedule, but no later than ten (10) business days after City of Ashland Parks Department agrees that a design/plan change is required. TASK 6 - CHANGE ORDERS AND EXTRA WORK ORDERS Consultant shall prepare Construction Contract Change Orders (CCOs) and extra work orders for CC as necessary if changes arise during Project construction. Construction CCOs may include but are not limited to modification to the contract plans, specifications, and contract time. Statement of Work, CE/CA Amendment OBEC Job No. 505-004 City of Ashland Parks Page 4 ' ~ flflHlllf r flllllflf Note: Construction CCOs require approval and execution of the City of Ashland Parks Department prior to implementation. Consultant shall process extra work orders for "Force Account" billings from CC. Consultant shall process extra work orders only after "Force Account" work has taken place and only after CC has submitted the appropriate invoice with all the appropriate documentation to Consultant. Time spent dealing with Quality or Quantity Assurance documentation related to a CCO or Extra Work is included under this task. Task 6 - Deliverables: Consultant shall: ♦ Submit CCOs for approval and execution by City of Ashland Parks Department prior to implementation. Schedule: As required periodically throughout the Project. Construction CCOS must be written executed and approved prior to performance of the work. Approval (E-mail acceptable) from the City of Ashland Parks Department is required prior to proceeding with changed or extra work. ♦ Submit to the City of Ashland Parks Department work orders for "Force Account" billings from CC. Schedule: As required periodically throughout the Project with the next monthly Project pay estimate. TASK 7 - AS-CONSTRUCTED PLANS Consultant shall make revisions to the existing plans and provide complete "As Constructed" contract drawings to the City of Ashland Parks Department for final records. Changes to the drawings will be provided on mylars. Task 7 - Deliverables: Consultant shall: ♦ Provide two (2) copies each of completed "As-Constructed" markups of the contract drawings for the Project in 11 x17 (half-size) mylar format - for delivery to the City of Ashland Parks Department. Schedule: Within sixty (60) business days of completion of all contract related work and final inspection of the Project. Statement of Work, CE/CA Amendment OBEC Job No. 505-004 City of Ashland Parks Page 5 r Council Communication November 19, 2013, Business Meeting Infrastructure Finance Authority - Water Fund Financing Alternatives FROM: ie~ ter Smeenk, Senior Engineer, Public Works Department, smeenkp@ashland.or.us SUMMARY Staff is seeking Council direction on potential financing scenarios for water capital improvement projects that include the TAP project, the Crowson II Reservoir, and the new backup Water Treatment Plant. The projects are all scheduled for engineering & construction between 2015 and 2018. BACKGROUND AND POLICY IMPLICATIONS: Over the past month, staff has met with the State of Oregon Infrastructure Finance Authority (IFA) to discuss and compare financing alternatives for the above mentioned projects. The above listed projects were identified as part of the 2012 Comprehensive Water Master Plan. Officials from several funding agencies have consolidated financing alternatives through the IFA One-Stop process, providing the most current financing terms available, should the City elect to pursue public financing. Through City discussions regarding water capital improvement projects, IFA has produced five financing scenarios for the City to review. Given the rate structure proposed in the current master plan, the City will be eligible for a 30 year loan with I% interest through the IFA Safe Drinking Water Revolving Loan Fund (SDWRLF) program and $250,000 of loan forgiveness. It will also be possible to receive up to $500,000 of additional loan forgiveness when the capital projects include "green infrastructure" features (e.g. high efficiency variable frequency drive pumps on the TAP project and solar powered mixing in the Crowson II Reservoir). The IFA One-Stop analysis offered the following options: 1. Seek Private Sector financing through the LOCAP general obligation program for all 3 projects. 2. Seek Private Sector financing through the LOCAP revenue bond program for all 3 projects. 3. Apply to the SDWRLF Program for the TAP Project in 2014, 4. Apply to the SDWRLF program for the the Crowson II project in 2015, and 5. Apply to the SDWRLF program for the Backup Water Treatment Project in 2016. A summary of the analysis is shown in the table and graph on the following page. Projected Total Projected New Avg Annual Payments Monthly Monthly Total Grant Loan Debt over Life of New DS Rate per Scenario Financing Amount Amount Payment Loan per EDU EDU 1. LOCAP GO $20,746,000 $0 $20,746,000 $1,513,040 $30,260,807 $12.59 $55.34 2. LOCAP rev $20,746,000 $0 $20,746,000 $1,537,360 $30,747,208 $12.80 $55.55 3.IFASDW $2,000,000 $700,000 $1,300,000 $50,373 $1,511,176 $0.42 $43.17 4.IFASDW $6,746,000 $750,000 $5,996,000 $232,334 $6,970,011 $1.93 $44.68 5. IFA SDW $12,000,000 $750,000 $11,250,000 $435,916 $13,077,488 $3.63 $46.38 IFA SDW Disclaimer: Forgivable availability is based on the availability of funds based on the current IUP " Lol & Application time : 2014 Lol & Application time: 2015 Lol & Application time: 2016 (Lot = letter of intent) Projected New Avg Monthly Rate per EDU ■ Projected $60 - Monthly New DS per $50 EDU $40 $30 $20 ■ Projected Monthly SID OM&R+ Existing DS $0 per EDU LOCAPGO LOCAP rev IFASDW ' EDU = equivalent dwelling unit STAFF RECOMMENDATION AND REQUESTED ACTION: Staff is seeking Council direction on financing options as referenced above in order to prepare a letter of intent and subsequent loan application for long term financing of the TAP project and other major water infrastructure projects. SUGGESTED MOTION: I move that Public Works apply for financing through the SDWRLF program for the upcoming projects identified in the 2012 Water Master Plan. ATTACHMENTS: 2012 Water Master Plan Capital Improvement Plan IFA SDWRLF program brochure IIMM013 10:54:41 Capital Improvements Plan 2012-2019 Construction Years Project F)'14-19 Description 2012-13 2013-14 20141-H, 24115-16 2016-17 2016-18 20IN-19 Unfunded TOT % 1, COST Wa e u I FY13 FY14 FY15 FY16 FY17 FY18 FY19 Unfunded Pro eet.Totals FERC Part 12 Dam Safety Inspection (50% Electric, 50% Water)' $40,000 540,000 $80,000 $120,000 Ashland Creek West Fork Brid Construction $12,000 $108,000 $108,000 Sediment TMDL in Reeder Resv. $60,000 $60,000 $60,000 5420,000 $540.000 Reeder Resv Access Road TMDL Compliance 1100,000 $100,000 Reeder Resv Variable Depth Intake $100,000 $100,000 TID Terrace St Pump Station Improvements _ $20;000 $200,000 5220;000 TID Canal Piping: Starlite to Terrace Street $120,000 $540,000 $540,000. $1,200,000 Water Conservation Smart Controller Pilot Project 550;000 $50,000 Emer en TAP Pipeline & Pump $2,000,000 - .:$2;000,000 Subtotal Water .Supply 5237,000 _ 52,350 000 5848;000 $640000 S- :$6ao 000 Water Treatment VY13 FY14 M5 FY16 FY17 FY18 FY19 Unfunded Pro-ett.Totals. WTPSecurity Upgrades $85,000 $85,000 Permanganate Feed Facility Stud & Implementation $25,000 $240,000 $265,000. Existing Plant Mech. Elec. & Scada Upgrades 51,500,000 $1,500,000 Ozone /UVAnalysis &Disinfection $1,750,000 -SI;750;000 2.&MG-Reservoir & Clearwell{" Crowson IP') $746,000 $3,000,000. $3,000;000 :56 746,000 2.5 MGD Water Treatment Plant $1,000,000 $5,500,000 $5,500,000 $12,000,000. `Subtotal Treatment Storage : $155,0001 $85,0001 .$25000 -"$1'386.000 58.500,000 58,500;000 s S3` 50,000 3Ygter Distributing FY13 FY14 FY15- FY16 FY17 FY18 FY19 Unfunded Project Totals Telemetry Station at Water Warehouse $50,000 $50,000 Water Master Plan Updates 5100,000 5600,000 5700;000 Park Estates Pump Station/Loo Road Reservoir Alternatives 5200,000 $1,860,000 S1,860,000 Lit Way New PRV $341,000 $341,000 Tolman Creek Road New PRV - $341,000 $341,000 Pi Rlacement Program S3700,000 . $3;700.000 Radio Read Meter Program $1,351.000 Hydrant Replacement Program $616,000 - $616,000 Emergency Response Plan U" date $20,000 $20000 Cross Connection Control Plan Update $15,000 515,000 Safety Plan Update $20,000. .520 000 Granite Reservoir Valvin .$100 000 ........5100,000 -Subtotal Water Distribution 5200;000 51930 000. $15,000. S-12-0,00-0 . _ S- $100,000 S- 56,949,000 sinli a kE, c- FY13 VY14 FY15 FY16 FY17 FY18 FY19 Unfunded Project Totals Calle Guanajuato - N. Main to Winburn $200,000 5200,000 Oak Street - Nevada to Bear Creek Bridge $250,000 5250,000 Siski ou Boulevard - Crowson Road south towards I-5 Exit 11 $150,000 $150,000 I Lane - Morton Street to west end of I Lane $35;000 $311,000 $311,000 I Lane - South Mountain to FH-16AD-038 - 510;000 $84;000 - $84,000 Normal Ave - Siski ou Blvd to Homes Ave - $150,000 $367,000 $517,000 Walker Ave - Siski ou Blvd to Ashland Middle School 5384,000 $309,000 $693,000 Parker Street Walker Ave w Lit W .........__...$20:000 ._.._....$147000 , Harmon Lane- Siski ou Blvd to Lit Wa $10,000 $55,000 _ $65,000 Lit Way - Jo Avenue to Ray Lane $5,000 i30,000 $35,000 Ray Lane - Lit Way to Jo Ave $5,000 .549;000 .$54,000 Beach Street -.Larkin Lane to Iowa Street $10,000 $81,000 $91,000 AHS Property Fire hydrant in school property $9,000 581,000 590,000 Vista Street- Fork St to Hillerest St $149,000 $149,000 $298;000 Vista Street-.Intersection of Vista, Mllcrest, Glenview Dr $5,000 $5,000 $10,000 Meade Street - Vista StlHillcrest to Iowa Street $235,000 5235;000 Elkader Street - .ILane to PinecrestTnill $72;000 - $72,000 I Lane ~ South Mountain Ave to Elkader St 364,000 $64,000 South Mountain Ave - S. Mountain Ave to Emma St $6;000 56;000 South Mountain Ave- From S. Mountain Ave to FH 16AD-043 $17,000 S17;000 Pinecrest Terrace - PennDrive to. Woodland Drive $178;000 $178;000 Pinecrest Terrace - Walker Ave to Starlight Place $396,000 $396.000. Penn Drive - Woodland Dr to Weissenback Way $83,000 $81000 Woodland Drive- Leonard St toPinecrestTerrace $52,000 $57000 Hiawatha Place- Walker Ave toFH15CA-020 $58,000 $58,000 Morton Street - FH 16AC-023 to PRV 12 5130,000 $130,000 Ashland Mine Road - Cedar Way to Fox Street $115,000 $115,000 Fox Street - Ashland Mine Road to N. Main Street $54,000. $54:000 Almeda Drive - Almeda Dr to Do Park Road .$35,000 $35;000 Sk crest Drive - Orchard St to south end of S crest Dr $162,000 $162;000 Crispin Street - Oak Street to Patterson Street - S131,000 $131;000 Oak Lawn Ave - Oak Street to Sylvia Street $29,000 S29;000 Sylvia Street - Oak Lawn Ave to FH 04CA-019 564,000 `$64;000 Black Oak Way - Tolman Creek Road to Bellview Ave. 585,000 - - $85;000 Oak Knoll Dr - Twin Pines Creek Dr to Cypress Point. Loo - 5287,000 5287;000 Ashland Street - Tolman Creek Rd to Washin n St $432,000 $432;000 I-5Crossing- Washington St to Clover Lane $794,000 5794,000 Ditch Road - Strawberry PS to Grandview Or 575,000 $75,000 $150,000 Lithia Water Line - $70,000 . '.:570;000 Iowa .Strc&-S.Mountain AvetoWi tman.St $640,000 5640;000 Granite Street - Strawberry to Pioneer $300,000 $300000 B Street - Oak St to 5th St 5250,000 $250,000 Terrace Street - Iowa to TID Ditch 5350,000 z >'5350:000 .3ubtotalMailine-Pro eels:.. .$45,000, 5511;000: ..1$634;000 __$751;000 , :S349,0001- $594,000 „".,,x5626;000' I(et54;784;0001 fileJYGJpub mks/ng/13.11 Fimncial CwsWOng far Utilioes/adnm/CIP FY[3-19 03-13-13.x1s Main Spreadsheet bustOg1, , i 3 I?; Infrastructure Finance s I` ' `fi't»Or Authority .;F w Business , Oregon's Safe Drinking Water Revolving Infrastructure Finance Loan Fund Program Authority assists communities to build Bringing clean water to Oregon communities... capacity The Infrastructure Finance Authority Safe Drinking Water Revolving Loan Fund (SDWRLE) provides low-cost financing to plan and construct improvements for • address public health public and private water systems having projects rated and ranked on Oregon safety and • - Health Authorir/s (OHA) Project Priority List (PPL). Special priority rating is provided to entities having Green Project Reserve components, such as water issues • • • efficiency, energy efficiency, green infrastructure and environmentally innovative, their • to attract, meeting EPA policy criteria. ain and expand This program requires that a letter of Interest (LOI) be submitted to qualify for _ _ the PPL. OHA annually conducts an open time period when systems may submit separate Lois for SDWRLF consideration. . to coordinate the delivery • infrastructure financing ELIGIBLE PROJECTS to Oregon communities To be eligible, projects must resolve an existing health hazard or non-compliance and to better collaborate with f xteral/state public health and safety standards for water systems, or must maintain or prevent a system from future potential hazards and non-compliance local partners. situations. Typical projects funded by this program are: L With IIII • Planning - Master Plans, Emergency Plans, Rate Studies, land surveys, environmental studies and similar work in support of eligible projects. • Final Design - Engineering costs associated with construction drawings and t bid documents. • • Construction - Water Treatments Plants, pump stations, finish water reservoirs, distribution pipe, water meters, security upgrades, and water source protection. Ineligible projects include raw water reservoirs and dams water right expenses, yi~ and those potable water projects that primarily server industrial or commercial G~ customers: Also, capacity building and fire protection are ineligible. aexY,. ELIGIBLE ENTITIES Publically and privately owned community water systems and non-profit non- community water systems are eligible applicants. Federally owned water systems are not eligible. www.orinfrastructure.org bualn~ Infrastructur ~ ~ ~ ~ ~ Finance , _ ~ 41`4 IAuthority FUNDING • SDWRLF loan awards are generally made up to $6 million, but loans greater than $6 million may be considered. Some Principal Forgiveness may be offered based on program policies. Current Principal Forgiveness policy provides: • Ten percent (10%) of the financial award, up to a maximum of $250,000. BUSINESSOREGON • Forty percent (40%) of the Green Project Reserve Infrastructure Finance Authotity components of the financial award, up to a main Office: maximum of $500,000. Summer 00 775 • For systems meeting the "Disadvantage Community" Salem, OR 0 you can use the QR criteria, an additional forty percent (40%) of the www.oi - • • scanner on your financial award, up to a maximum of $500,000. • smertphone to find our coordinator. • Interest races are established at 80% of the 20 Bond Index. Ph: 0 y '.Q • Terms are 20 years. • "Disadvantaged Communities" may have interest rates as low Oregon Business I 0 as I%, with 30 year term. of the stale of Oregon, • SWP grant awards up to $30,000 may be made. .woo a{,-rt CITY OF ASHLAND Council Communication November 19, 2013, Business Meeting Annual Review of Investment Policy for the City of Ashland FROM: Barbara Christensen, City Recorder, christeb e,ashland.or.us SUMMARY City Council review the current City of Ashland Investment Policy. BACKGROUND AND POLICY IMPLICATIONS: This policy was previously reviewed and approved by the City Council in December 2012 to meet current Oregon Revised Statutes pertaining to investment of municipal funds. The process for allowing Oregon credit unions as Qualified Depositories has been completed at the State level and has been integrated into the City of Ashland Investment Policy. A list of Qualified Depositories is attached for your information. At this time, there are no credit unions participating from our area, but the additional language in the Investment Policy will allow this type of investment should one choose to participate in the program. In addition to adding the language for Credit Unions, it was a prudent time to review policy for current practices and insertion of language provided by Resolution 2013-07 "A Resolution Adopting A Responsible Banking Policy" that seemed suitable to the City Investment Policy. The policy states that it shall be reviewed on an annual basis by the Investment Officer and the City Council. FISCAL IMPLICATIONS: N/A STAFF RECOMMENDATION AND REQUESTED ACTION: Approve Revised City of Ashland Investment Policy SUGGESTED MOTION: Motion to approve City of Ashland Investment Policy as revised. ATTACHMENTS: Draft Revised Investment Policy Press Release - Ted Wheeler, State Treasurer - Oregon Credit Unions Resolution 2013-07 Page I of I ~r, City of Ashland Investment Policy Revised November 2013 Page] of 7 CITY OF ASHLAND, OREGON INVESTMENT POLICY 1. POLICY STATEMENT It is the policy of the City of Ashland to invest public funds in a manner which will provide the highest investment return with the maximum security while meeting the daily cash flow demands of the entity and conforming to all state and local statutes governing the investment of public funds. 11. SCOPE This investment policy applies to activities of the City of Ashland and Ashland PaPlEs Reefea; im, in regard to investing the financial assets of all funds except for funds held in trust for deferred compensation funds for the employees of the City of Ashland. In addition, funds held by trustees or fiscal agents are excluded from these rules; however, all funds are subject to regulations established by the State of Oregon. Other than bond proceeds or other unusual situations, the estimated portfolio size ranges from $15,000,000 to $24,000,000. These funds are accounted for in the City of Ashland's Comprehensive Annual Financial Report and include: General Fund Reserve Fund Special Revenue Funds Capital Projects Funds Debt Service Funds Enterprise Funds Internal Service Funds Trust & Agency Funds Funds of the City will be invested in compliance with the provisions of all applicable Oregon Revised Statutes. Investments of any tax-exempt borrowing proceeds and any related Debt Service funds will comply with the arbitrage restrictions in all applicable Internal Revenue Codes. III. OBJECTIVES AND STRATEGY The primary objectives, in priority order, of the City of Ashland's investment activities shall be: 1. Legality. This Investment Policy will be in conformance with federal laws, state statutes, local ordinances, and internal policies and procedures. 2. Liquidity. The City of -Ashland's investment portfolio will remain sufficiently liquid to enable the City of Ashland to meet all operating requirements which might be reasonably anticipated. 3. Diversification. Diversification of the portfolio will include diversification by maturity and market sector and will include the use of multiple broker/dealers for diversification and market coverage. 4. Yield. The City of Ashland's investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, commensurate with the City of Ashland's investment risk constraints and the cash flow characteristics of the portfolio. "Market rate of return" may be defined as the average yield of the current three- City of Ashland Investment Policy Revised November 2013 Page 2 of 7 month U.S. Treasury bill or any other index that most closely matches the average maturity of the portfolio. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The City shall maintain a comprehensive cash management program that includes collection of accounts receivable, and the management of banking services. Large and small financial institutions in the Ashland area are a vital part of our economic, philanthropic, and civic infrastructure, and many bank leaders in this region strive together with government to create a more vibrant community. When financial institutions tailor their decision making, lending policies, and practices to the needs of the local community, they are better positioned to help sustain the local economy and local employment. IV. STANDARDS OF CARE I. Delegation of Authority. Authority to manage the City of Ashland's investment program is delegated to the City Recorder/Treasurer and Administrative Services Director who are the designated investment officers of the City and are responsible for investment decisions and activities, under the review of City Council. The day to day administration of the cash management program is handled by the City Recorder/Treasurer or by, the Administrative Services Director in the absence of the City Recorder/Treasurer. Management responsibility for the investment program is hereby delegated to the City Recorder/Treasurer and Administrative Services Director, who shall establish written procedures for the operation of the investment program consistent with this investment policy and subject to review and adoption by City Council. Procedures should include reference to: safekeeping, PSA repurchase agreements, wire transfer agreements, banking service contracts and collateral/depository agreements. Such procedures shall include explicit delegation of authority to persons responsible for investment transactions. No person may engage in an investment transaction except as provided under the terms of this policy and the procedures established by the City Recorder/Treasurer and Administrative Services Director. The City Recorder/Treasurer and Administrative Services Director shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials. 2. Prudence. The standard of prudence to be used by investment officials shall be the "prudent person" standard and shall be applied in the context of managing an overall portfolio. These standards states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived." 3. Limitation of Personal Liability. The Investment Officer acting in accordance with written procedures, the investment policy and in accord with the Prudent Person Rule shall not be held personally liable in the management of the portfolio. 4. Ethics and Conflict of Interest. Officers and employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Employees and Investment Officers shall disclose any material financial interests in financial institutions that conduct business within this jurisdiction, and they shall further disclose any large personal financial/investment positions that could be related to the City of Ashland Investment Policy Revised November 2013 Page 3 of 7 performance of the investment portfolio. Employees, officers, and their families shall refrain from undertaking personal investment transactions with the same individual with whom business is conducted on behalf of the City, Officers and employees shall, at all times, comply with the State of Oregon, Government Standards and Practices Commission, code of ethics set forth in ORS Chapter 244. IV. AUTHORIZED AND SUITABLE INVESTMENTS. I. Authorized Investments. All investments of the City shall be diversified by type, maturity and issuer. Before any transaction is concluded, to the extent practicable, the Investment Officer shall solicit and document competitive and offers on comparable securities. When not practicable, the reasons should be similarly documented. At all times the Investment Officer will strive for best execution of all transactions. Additionally, if reasonably unanticipated events cause the portfolio limits to be exceeded, the Investment Officer will take the steps necessary to correct the situation as soon as practicable. Investments may be sold at a loss when the Investment Officer deems that such a decision is prudent. 2. Suitable Investments. a. U.S. Treasuries b. Agencies and Instrumentalities of the United States. c. Savings and Demand Accounts (Oregon depositories only) d. Time Certificates of Deposit (Oregon depositories only) f Banker's Acceptances (Oregon issued) g. Corporate Debt h. Municipal Debt (States of Oregon, California, Idaho and Washington only) i. Oregon Local Government Investment Pool (LGIP) The specific permitted securities are defined under Oregon Revised Statutes Chapters 294.035, 294.040, 294.046 and 294.810. (See Addendum A) Collateral requirements are bank deposits, time deposits, certificates of deposit and savings accounts are defined in ORS Chapter 295. (See Addendum B) V. INVESTMENT PARAMETERS 1. Diversification. The City will diversify the investment portfolio to avoid incurring unreasonable risks, both credit and interest rate risk, inherent in over investing in specific instruments, individual financial institutions or maturities. Diversification Constraints on Total Holdines: ISSUER TYPE % of portfolio U.S. Treasury Obligations Up to 100% U.S. Government Agency Securities and Instrumentalities of Government Sponsored Corp. Up to 75% and 25% per issuer Bankers' Acceptances (BA's) Up to 25% and 15% per issuer Certificates of Deposit (CD) Up to 35% and 5% of deposits per institution Municipal Debt Up to 35% and 10% per issuer Corporate Debt (AA, A I, PI) Up to 25% and 5% per issuer State of Oregon Investment Pool Securities ORS Limit 294.810 The investment officers will routinely monitor the contents of the portfolio comparing the holdings to the markets, relative values of competing instruments, changes in credit quality, and City of Ashland Investment Policy Revised November 2013 Page 4 of 7 benchmarks. If there are advantageous transactions, the portfolio may be adjusted accordingly, but not to exceed % as stated. 2. Investment Maturities. The City will not directly invest in securities maturing more than three (3) years from the date of purchase. a. The maximum weighted maturity of the total portfolio shall not exceed 1.5 years. This maximum is established to limit the portfolio to excessive price change exposure. b. Liquidity funds will be held in the State Pool or in money market instruments maturing six months and shorter. The liquidity portfolio shall, at a minimum, represent six month budgeted outflow. c. Core funds will be the defined as the funds in excess of liquidity requirements. The investments in this portion of the portfolio will have maturities between I day and 5 years and will be only invested in high quality and liquid securities. Total Portfolio Maturity Constraints: Under 30 days 10% minimum Under 90 days 25% minimum Under 270 days 50% minimum Under 1 year 75% minimum Under 18 months 80% minimum Under 3 years 100% minimum Exception to 3 year maturity maximum: Reserve or Capital Improvement Project monies may be invested in securities exceeding three (3) years if the maturities of such investments are made to coincide as nearly as practicable with the expected use of the funds. Due to fluctuations in the aggregate surplus funds balance, maximum percentages for a particular issuer or investment type may be exceeded at a point in time subsequent to the purchase of a particular issuer or investment type may be exceeded. Securities do not need to be liquidated to realign the portfolio; however, consideration will be given to this matter when future reinvestments occur. VII. SAFEKEEPING, CUSTODY AND AUTHORIZED DEALERS 1. Safekeeping and Custody of Securities. The laws of the state and prudent treasury management require that all purchased securities be bought on a delivery versus payment basis and be held in safekeeping by the City, or the City's designated depository. All safekeeping arrangements shall be designated by the Investment Officer and shall list each specific security, rate, description, maturity, and cusip number. Each safekeeping receipt will clearly state that the security is held for the City or pledged to the City. In addition, repurchase requirements including Master Repurchase Agreements shall be in place prior to any business being conducted. 2. Authorized Financial Dealers. The Investment Officer shall maintain a list of all Qualified Depositories for Public Funds per ORS 295.002. An Oregon public official may deposit public funds up to the amount insured by the Federal Deposit Insurance Corporation (FDIC) or the national Credit Union share Insurance Fund (NCUA) in any insured financial institution with a head office or branch in Oregon. Public funds deposits that exceed these insurance limits, currently set at $250,000, may only be held in City of Ashland Investment Policy Revised November 2013 Page 5 of 7 a depository qualified by the Oregon Public Funds Collateral ization Program (PFCP). purposes of investment dealings. Any firm is eligiblE I . I 1. gn to the City e f kShla d afld . a. ° GORSU..~..ti,.......,4 ~I ill be added to the list A ddif',...s and ,J„I,.t:,. to the list will be fl....1 at the .I:... fet:,. ,.Fol.,. I«....stment Offl ep To be eligible, a finaneial institutiefi must meet ai least one ef the fallewing three eFite.Fiw , a. Be a primary dealer of the Federal Resene Bank of New b. Report voluntarily to the F.R. B. of New Ver-le, er of the F.R. R. Of NPW V0Fk eOflt*HUOUSIY for the pireeeding 12 months. At the request of the City of Ashland, the firms performing investment services shall provide their most recent financial statements or Consolidated Report of Conditions for review. employees of fliL vl,ha will have eentaet with the City of Ashland as speeified by but not ..':1y limited to the Financial lndustry Reg later A .theFit. (12D A)All dealers with whom the City transacts business will be provided a copy of this Investment Policy to ensure that they are familiar with the goals and objectives of the investment program. If the City hires an investment advisor to provide investment management services, the advisor will follow the same procedure as outlined in VII Section 2. is aather+aed to 3. Competitive Transactions. The Investment Officer will obtain telephone, faxed or emailed quotes before purchasing or selling an investment. The Investment Officer will select the quote which best satisfies the investment objectives of the investment portfolio within the parameters of this policy. The Investment Officer will maintain a written record of each bidding process including the name and prices offered by each participating financial institution. The investment advisor must provide documentation of competitive pricing execution on each transaction. The advisor will retain documentation and provide upon request. VIII. CONTROLS 1. Accounting Method. The City shall comply with all required legal provisions and Generally Accepted Accounting Principles (GAAP). The accounting principles are those contained in . the pronouncements of authoritative bodies including but not necessarily limited to, the Governmental Accounting Standards Board (GASB); the American Institute of Certified Public Accountants (AICPA); and the Financial Accounting Standards Board (FASB). Pooling of Funds: Except for cash in certain restricted and 'special funds, the City will consolidate balances from all funds to maximize investment earnings. Investment income will be allocated to the various funds based on their respective participation and in accordance with generally accepted accounting principles. 2. Internal Controls. The City will maintain a structure of internal controls sufficient to assure the safekeeping and security of all investments. City of Ashland Investment Policy Revised November 2013 Page 6 of 7 The Investment Officer shall develop and maintain written administrative procedures for the operation of the investment program that are consistent with this investment policy. Procedures will include reference to safekeeping, wire transfers; banking services contracts, and other investment related activities. The Investment Officer shall be responsible for all transactions undertaken. No officer or designee may engage in an investment transaction except as provided under the terms of this policy and the procedures established by the Investment Officer and approved by the Council. 3. External Controls. The City of Ashland may enter into contracts with external investment management firms on a non-discretionary basis. These services will apply to the investment of the City's short-term operating funds and capital funds including bond proceeds and bond reserve funds. If an investment advisor is hired, the advisor will comply with all requirements of this Investment Policy. The investment advisor will provide return comparisons of the portfolio to the benchmark on a monthly basis. Exceptions to the Investment Policy must be disclosed and agreed upon in writing by both parties. The Investment Officer remains the person ultimately responsible for the prudent management of the portfolio. Factors to be considered when hiring an investment advisory firm may include, but are not limited to: a. The firm's major business b. Ownership and organization of the firm c. The background and experience of key members of the firm, including the portfolio manager expected to be responsible for the City's account d. The size of the firm's assets base, and the portion of that base which would be made up by the City's portfolio if the firm were hired e. Management Fees f. Cost Analysis of advisor g. Performance of the investment advisory fine, net of all fees, versus the Local Government Investment Pool or other benchmarks over a given period of time IX. PERFORMANCE EVALUATION AND REPORTING The investment portfolio shall be designed with the objective of obtaining a rate of return throughout budgetary and economic cycles, commensurate with the investment risk constraints and the cash flow needs. The city's investment strategy is active. Preservation of capital and maintenance of sufficient liquidity will be considered prior to attainment of market return performance. A market benchmark will be determined that is appropriate for longer term investments based on the City's risk and return profile. When comparing the performance of the City's portfolio, all fees and expenses involved with managing the portfolio shall be included in the computation of the portfolio's total rate of return. This would include any in house management of the funds, as well as outside management and identifiable in-house management. The Investment Officer shall prepare monthly and quarterly compliance summary reports that provide details of the investment portfolio, as well as transaction details for the reporting period. Details shall be sufficient to document conformity with the provisions of the statutes and this City of Ashland Investment Policy Revised November 2013 Page 7 of 7 investment policy and shall include a listing of individual securities held at the end of the period. All investments owned will be marked-to-market monthly by the City's third-party custodian. The performance (total return) of the City's portfolio will be measured against the performance of the Local Government Investment Pool (LGIP) and the yield of the 91-day U.S. Treasury Bill. X. INVESTMENT POLICY ADOPTION BY GOVERNING BODY This investment policy will be formally adopted by the City Council. The policy shall be reviewed on an annual basis by the Investment Officer and the City Council. Material revisions to this policy will require a review by the Oregon Short Term Fund Board, pursuant to current Oregon Revised Statutes. Qualified Depositories Page 1 of 2 Oregon State Treasury - G- T eler OREGON STATE TREASURER HOME ABOUTTREASURY DIVISIONS REPORTS NEWSROOM CONTACT Finance Division Qualified Depositories State Agencies Local Governments- Qualified Depositories Local Governments LcIP Seeuurces QUALIFIED DEPOSITORIES FOR PUBLIC FUNDS Newslettee; Per Oregon Revised Statute 295.002, an Oregon public official may deposit public funds up to the Pubk<FUCds Requbemems amount insured by the Federal Deposit Insurance Corporation (FDIC) or the National Credit Union Qualified Depositories Share Insurance Fund of (he National Credit Union Administration (NCUA) in any Insured financial comas institution with a head office or branch in Oregon. Public funds deposits that exceed these insurance limits, currently set at 8250,000, may only be held in a depository qualified by the Calendar Oregon Public Funds Collateralization Program (PFCP). The complete list of qualified depositories Individiuals & Families is presented below and was last updated on Ocrober2, 2073 Financial Institutions Advantis Credit Union • Albina Community Bank • American West Bank Baker Boyer Bank • Bank of America • Bank of Eastern Oregon Bank of The Cascades • Bank of The Pacific Bank of The West Bannereank Capital Pacific Bank • Cascade Central Credit Union • Citizens Bank • Clackamas County Bank • Clatsop Community Bank • Columbia Community Bank • Columbia State Bank • Commerce Bank of Oregon, The • Community Bank First Federal S&L of McMinnville • Home Federal Bank, Nampa, Idaho • Homestreet Bank Intermountain/Panhandle State Bank Key Bank • MAPS Credit Union MBank Northwest Community Credit Union • Old West Federal Credit Union • OnPolnt Community Credit Union • Oregon Coast Bank • Oregon Community Credit Union • Oregon Pacific Banking Co. • OSU Federal Credit Union • Pacific Continental Bank • Pacific Crest Federal Credit Union People's Bank of Commerce • Riverview Community Bank • Siuslaw Bank http://www.oregon.gov/treasury/Divisions/Finance/LocalGov/Pages/Qualified-Depositori... 10/31/2013 Qualitied Depositories Page 2 of 2 St. Helens Community Federal credit union • Sterling savings Umpqua Bank • Union Bank of California • Unhus Community Credit Union U.S. Bank • Washington Federal • Wauna Federal Credit Union • Wells Fargo Bank Treasury Menu Connect With Treasury Oregon State Treasury Home f you 900 Court Street, Room 159 Salem, OR 97301 About Treasury Office of Treasurer Wheeler: (503) 37&4329 Divisions Treasury Services (503) 378-4000 Reports oregon.treasurer@state.or.us Newsroom Contact Oregon.gov http://www.oregon.gov/treasury/Divisions/Finance/LocalGov/Pages/Qualified-Depositori... 10/31/2013 RESOLUTION NO. 2013-0-7 A RESOLUTION ADOPTING A RESPONSIBLE BANKING POLICY RECITALS: A. The City of Ashland makes investments in accordance with the City's Investment Policy as well as Oregon Revised Statutes. B. The objectives of the City's investment portfolio are to preserve principal, provide sufficient liquidity to serve the City's needs and to generate a fair return; to achieve these objectives; the City invests in a diversified portfolio of conservative investments. C. In addition to a diversified portfolio, the City of Ashland makes deposits in banks and relies on banks for banking and treasury management services including checking, electronic transfers and credit card processing services. D. Large and small financial institutions in the Ashland area are a vital part of our economic, philanthropic, and civic infrastructure, and many bank leaders in this region strive together with government to create a more vibrant community. E. The economic recession that began in 2007 and some federal programs and banking policies severely limited financing options for homeowners and many small businesses. F. When financial institutions tailor their decision making, lending policies, and practices to the needs of the local community, they are better positioned to help sustain the local economy and local employment. G. The City of Ashland supports allowing local governments to deposit more than the current NCUA insurance limit of $250,000 in State approved credit unions beginning in 2013. H. It is in the City's best interest to increase participation in the competitive solicitation process for its banking services during the contracting cycle. THE CITY OF ASHLAND RESOLVES AS FOLLOWS: SECTION 1. The City of Ashland will continue to evaluate deposits in local financial institutions where those deposits are consistent with the City's Investment Policy criteria of safety, liquidity and yield and when such deposits are consistent with the efficient management of the investment portfolio; accordingly, the Council requests that the City Treasurer continue to exercise diligence in the evaluation of potential opportunities to place deposits within local financial institutions. SECTION 2. The Council requests that the City Treasurer evaluate local credit unions and financial institutions which are approved as qualified depositories by the State Treasurer provided such deposits are consistent with the City's Investment Policy criteria of safety, liquidity and yield and when such deposits are consistent with the efficient management of the investment portfolio. SECTION 3. The Council requests the City Treasurer to amend the City's Investment Policy to allow for deposits more than the current NCUA insurance limit of $250,000 in State approved credit unions and to bring the amendment to Council for Resolution No. 2013- Page 1 of 2 approval as part of the annual review of the Investment Policy. SECTION 4. In an effort to maximize competition for banking services and create an environment that encourages local participation in the solicitation process, the City Treasurer will work collaboratively with Procurement Services to identify any strategies and best practices that would enhance the chance for local participation in the procurement of banking services during the next contracting cycle. SECTION 5. The City Treasurer will research national best practices and include as part of the selection criteria for banking services other aspects of a financial institution's operations possibly including, but not limited to, commitments to local lending and other community investments, small business loan programs, workforce data, and mortgage and interest rate and terms, to the extent they are available at the time of the solicitation process and which provide a reasonable basis of comparison and are allowed under law. SECTION 6. This resolution takes effect upon signing by the Mayor. Q This resolution was duly PASSED and ADOPTED this day of 2013, and take feet upon signing by the Mayor. Barbara Christensen, City Recorder SIGNED and APPROVED this = day of, 2013. (Jn Stromberg, Mayo Re e~wed/as tt-o~, avid H. Lohman, City Attorney Resolution No. 2013- Page 2 of 2 CITY OF ASHLAND Council Communication November 19, 2013, Business Meeting Discussion of regular reporting by boards and commissions or Council liaisons FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY At a study session this past summer, the Council raised questions about how to engage with its many boards and commissions and, in particular, if and how frequently boards and commissions should report to the Council on their activities and whether such reports should come from Council liaisons or the boards and commissions themselves. The Ashland Municipal Code provides limited guidance in this area. This item is placed on the agenda for discussion and direction to staff. BACKGROUND AND POLICY IMPLICATIONS: The City of Ashland has eleven Council-appointed standing commissions to advise the Council on a wide variety of matters and, in the case of the Planning Commission and Historic Commission, to handle certain statutory functions. Per the Ashland Municipal Code, 2.10.105, "Advisory commissions and boards shall... submit such reports as from time to time may be requested by the Mayor and City Council." In addition, the Mayor appoints one Council member as a liaison to each advisory board and commission, for the purpose of facilitating communication between the advisory body and the Council. Ashland Municipal Code states that, "Council liaisons shall periodically report to the entire Council on significant and important activities of each advisory body to which they have been assigned. Each advisory body should be invited to give a short annual presentation to the Council. Liaisons may seek assistance from the relevant staff liaison to accomplish this reporting responsibility." (AMC 2.04.100(G)) The Council's business meeting agenda contains a standing agenda item for "Reports from Council Liaisons." At the August 5, 2013, study session, several Councilors raised concerns about the lack of these regular reports from either the commissions or the Council liaisons and expressed interest in evaluating this reporting requirement as well as more general concerns around how the Council engaged its boards and commissions. Questions emerged as to who is responsible for scheduling the "short annual presentation to Council," as well as whether reports are necessary from every board and commission and whether reports should be done on a regular schedule or only as necessary. Due to time constraints, these and other questions were not resolved at the study session. As such, this has been scheduled for discussion as part of this regular business meeting. FISCAL IMPLICATIONS: N/A Page I of 2 11FAW11 CITY OF -AS H LAN D STAFF RECOMMENDATION AND REQUESTED ACTION: Among the questions to be considered by the Council are as follows: • Should boards and commissions report to the Council on their activities on a regular basis, or only as necessary? • If reports are to be delivered regularly, are there any boards and commissions that should be exempted from the reporting requirement? • Should reports be delivered by a member (or members) of the board or commission, or should reports be delivered by the Council or staff liaison? Council may also wish to discuss what role, if any, the boards and commissions play in its goal-setting process and how to engage them in that process. Staff seeks direction on whether to set up a system of regular reports from boards and commissions and what form it should take. SUGGESTED MOTION: N/A ATTACHMENTS: None. Page 2 of 2 Pr, CITY OF ASHLAND Council Communication November 19, 2013, Business Meeting A Resolution Accepting Changes to the Financial Management Policies and Accounting Methodologies FROM: Lee Tuneberg, Finance Director, lee.tuneberg@ashland.or.us SUMMARY The City of Ashland has a set of written policies and procedures that apply to the fiscal activities of the City. They are incorporated in the budget document as Financial Management Policies and Accounting Methods. These documents require updating as changes to fiscal operations occur through internal decisions or external mandates. Council action will address many issues that have come to light in the last three years. BACKGROUND AND POLICY IMPLICATIONS: These documents were last formally reviewed by Council in January 2010, as part of the fiscal stability update. There were subsequent reviews and smaller changes as part of the budget processes, accounting standards changes and our move to a biennial budget. Recent discussions prompted staff to submit these documents to Council for discussion at its September 30, 2013, study session. Formal adoption was set aside until this time to allow input on financial operations of Parks by the ad hoc committee. The seven recommendations of the ad hoc committee would have little impact on these documents at this point. Any subsequent proposed changes can be inserted into the document when approved. In the attached documents, existing language proposed to be struck is in red italics and lined through. Proposed new language is in red and underlined. Narrative or commentary information is in parenthesis and in blue. If the resolution is approved by Council, staff will consider what other changes may be needed for Resolution #2010-05 Establishing Target Ending Fund Balances and Resolution #2011-17 which provided compliance with GASBS 54. These two may be better addressed as part of the Budget Committee "off year" discussions next spring. FISCAL IMPLICATIONS: There is no direct fiscal impact with updating the policies. Changes in calculating a contingency or ending fund balance (minimum or target) is likely to impact the total budget as presented but should have a positive influence on operations over the long term. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff recommends that Council approve the attached resolution. Pagel oft ripwaia, CITY OF ASHLAND SUGGESTED MOTION: I move to approve the resolution titled, "A resolution accepting changes to the financial management policies and accounting methodologies." ATTACHMENTS: Resolution Financial Management Policies Accounting Methodologies Resolution #2011-17 Resolution #2010-05 Page 2 of 2 ~r, RESOLUTION NO. 2013- A RESOLUTION ACCEPTING CHANGES TO THE FINANCIAL MANAGEMENT POLICIES AND ACCOUNTING METHODOLOGIES RECITALS: The City of Ashland prepares the budget and financial reports in keeping with generally accepted accounting principles (GAAP) as established by national and state guidelines. The Governmental Accounting Standards Board (GASB) is the primary organization that provides financial reporting requirements through their statements on accounting standards. Preparation of these documents is supported by policies and guidelines established for consistency between years and compliance with over-sight authorities. Changes in laws and industry standards require updating of these policies on a regular basis. Updating policies also supports the annual audit and helps to provide comparability with peer agencies. In order to keep internal policies consistent with GAAP and GASB requirements and with Oregon Budget Law; THE CITY OF ASHLAND RESOLVES AS FOLLOWS: SECTION 1. Council accepts the proposed changes to the Financial Management Policy SECTION 2. Council accepts the proposed changes to the Accounting Methodologies This resolution was duly PASSED and ADOPTED this day of , 2013, and takes effect upon signing by the Mayor. Barbara Christensen, City Recorder SIGNED and APPROVED this day of .12013. John Stromberg, Mayor Reviewed as to form: David H. Lohman, City Attorney Page 1 of 1 Financial Management Policies The Financial Management Policies apply to fiscal activities of the City of Ashland. Objectives The objectives of Ashland's financial policies are as follows: • To enhance the City Council's decision-making ability by providing accurate information on program and operating costs. • To employ revenue policies that prevent undue or unbalanced reliance on any one source, distribute the cost of municipal services fairly, and provide adequate funds to operate desired programs. • To provide and maintain essential public programs, services, facilities, utilities, infrastructure, and capital equipment. • To protect and enhance the City's credit rating. • To ensure the legal use of all City funds through efficient systems of financial security and internal control. Investments All City funds shall be invested to provide-in order of importance-safety of principal, a sufficient level of liquidity to meet cash flow needs, and the maximum yield possible. One hundred percent of all idle cash will be continuously invested. Accountinq • The City will maintain an accounting and financial reporting system that conforms to Generally Accepted Accounting Principles (GAAP) and Oregon Local Budget Law. The City will issue a Comprehensive Annual Financial Report (Audit report) each fiscal year. The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a GAAP and budget basis for comparison purposes. • An independent annual audit will be performed by a certified public accounting firm that will issue an official opinion on the annual financial statements and a management letter as needed or required detailing areas that need improvement. (No management letter should be prepared if it is not needed or required.) • Full disclosure will be provided in financial statements and bond representations. • The accounting systems will be maintained to monitor expenditures and revenues on a monthly basis with thorough analysis and adjustment of the annual biennium budget as appropriate. • The accounting system will provide monthly information about cash position and investment performance. • Annually, the City will submit documentation to obtain the Certificate of Achievement for Excellence in financial reporting from the Government Finance Officers Association (GFOA). I Operating Budgetary Policies • The budget committee will be appointed in conformance with state statutes. The budget committee's chief purpose is to review the city administrator's (budget officer's) proposed budget and approve a budget and maximum tax levy for city council consideration. The budget committee may consider and develop recommendations on other financial issues as delegated by the city council. • The City will finance all current expenditures with current revenues. The City will avoid budgetary practices that balance current expenditures through the obligation of future resources. • The City budget will support city council goals and priorities and the long-range needs of the community. • In contrast to the line-item budget that focuses exclusively on items to be purchased (such as supplies and equipment), the City will use a program/objectives format that is designed to: 1) Structure budget choices and information in terms of programs and their related work activities, 2) Provide information on what each program is committed to accomplish in long-term goals and in short-term objectives, and 3) Measure the degree of achievement of program objectives (performance measures). • The City will include multi-year projections in the budget document. • To maintain. fund integrity, the City will manage each fund as an independent entity in accordance with applicable statutes and with generally accepted accounting principles. • The City will allocate direct and administrative costs to each fund based upon the cost of providing these services. The City will recalculate the cost of administrative services regularly to identify the impact of inflation and other cost increases. • The City will submit documentation for each adopted budget to obtain the Award for Distinguished Budget Presentation from the Government Finance Officers Association. Fund Balance Policy General Fund The General Fund accounts for all financial resources not accounted for in other funds. Resources include working capital carryover, taxes, licenses and permits, intergovernmental revenue, fines and forfeitures, charges for services, miscellaneous revenues, and inter-fund transfers. Expenditures are for Social Services, Economic and Cultural Development, Police Department, Municipal Court Department, Fire and Rescue Department, City Band, Cemeteries, and the Department of Community Development and payments for services provided by other funds. This fund uses the modified accrual method of accounting. (The inserted text provides clarity.) • The General Fund will maintain an unrestricted and undesignated balance of annual revenue of at least 12 percent. (Change this to 10% for biennium budget? How is it impacted with all property taxes in General Fund?) This is the minimum needed to maintain the City's credit worthiness and to adequately provide for economic uncertainties and cash flow needs. 2 Special Revenue Funds Special Revenue funds account for the proceeds of specific sources that are legally restricted to expenditures for specified purposes. Special Revenue funds account for transactions using the modified accrual method of accounting. Reserve Fund. This fund is used to set aside funds to protect services and to stabilize the budget, and to meet any costs that may arise in the future from unexpected events. As established by Resolution 2010-18. Community Development Block Grant Fund This fund was established in 1994-95. The fund accounts for the Block Grant and related expenditures. • A fund balance policy is not needed since this fund works on a reimbursement basis. 6hery~a& hip~-&jeefedreveiwes. The minimum eenshTene~, will be maiwained a! no! less than 31gereem 6peiwohig dk Street Fund. Revenues are from the state road tax, grants, franchise fees, charges for services and miscellaneous sources. Expenditures are for the maintenance, repair, and surfacing of streets, as well as the maintenance, repair and construction of storm drains. • The Street Fund will maintain an iii?o-estrk4edaiiditoidesigiiaie a committed balance of annual revenue of at least 15 percent. This is the minimum needed to maintain the City's credit worthiness and to adequately provide for economic uncertainties and cash flow needs. • The System Development Charges for Transportation and Storm Drains are included in the Street Fund balance. This portion of the Street Fund balance is restricted and shall not be used in determining the minimum fund balance. • The City will budget a contingency appropriation to provide for unanticipated expenditures of a nonrecurring nature or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual operating expenditures. Airport Fund. Revenues are from airport leases, and fuel sales. Expenditures are for airport operations. • The Airport Fund will maintain an iiin-esti-ietedai?dinidesigf?aie a committed balance of annual revenue of at least 10 percent. This is the minimum needed to maintain the City's credit worthiness and to adequately provide for economic uncertainties and cash flow needs. • No portion of the Airport fund balance is restricted for specific uses. • Many of the Airport assets have restrictions placed on them by the Federal Aviation Administration. None of the current revenues are pledged to outside lenders. • The City will budget a contingency appropriation to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual operating expenditures. 3 Capital Projects Funds Capital improvement funds are established to account for financial resources that are used for the acquisition or construction of major capital facilities (other than those financed by Enterprise Funds, Internal Service Funds, Special Assessment Funds and Trust Funds). Capital projects funds use the modified accrual method of accounting. Capital Improvements Fund. This fund accounts for revenues from grants, unbonded assessment payments, and other sources, and will account for the construction of special local improvements, usually streets, with revenues from short term borrowing and unbonded assessments. Expenditures are for construction, property and equipment acquisition and replacement, improvements and related purposes including facility maintenance, and the repayment of short-term debt principal and interest incurred in financing improvements. The purpose is to accumulate funds prior to a large construction project; therefore, there is no minimum fund balance. • The System Development Charges (SDCs) for Parks are included in the Capital Improvement fund balance. This portion of the Capital Improvements fund balance is legally restricted and shall not be used in determining the minimum fund balance. eh as affordable e T a na omee pgpe -ep.as (There are no such restrictions in effect at this time or anticipated in the biennium.) • The City will budget a contingency appropriation to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual revenues -operating expenditures. (Correction to be consistent with policy on contingencies.) Debt Service Funds Debt Service Funds account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Expenditures and revenues are accounted for using the modified accrual method of accounting. All bond issues and notes are separated in the accounting system. • All of the monies within the Debt Service fund are restricted for Debt service until the specific debt is repaid in full. ORS prohibits cities from borrowing this money for any other purpose. eivneeis. Enterprise Funds Enterprise funds account for the following operations: (a) those that are financed and operated in a manner similar to private business enterprise, where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) those where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriated for capital maintenance, public policy, management control, accountability, or other purposes. Enterprise funds use full accrual basis of accounting for financial statement presentations. However, the enterprise activities use a modified accrual basis of accounting for budgetary purposes. This assures budgetary compliance with such expenditures as capital construction and acquisition, as well as debt principal transactions. Water Fund. This fund accounts for water operations. Revenues are from sales of water, other charges for services, and miscellaneous sources. Expenditures are for operations, conservation programs, capital construction, and retirement of debt. • The Water Fund will maintain an unrestricted and undesignated balance of annual revenue of at least 20 4 percent in addition to any amounts repaid by, debtf"itaneh . Held for repayment o debt. This is the minimum needed to maintain the City's credit worthiness and to adequately provide for economic uncertainties and cash flow needs. (Recognizes monies restricted for debt service.) • The Water System Development Charges and reserved debt service fund balances are included in the Water Fund balance. These portions of the Water Fund balance are restricted and shall not be used in determining the minimum fund balance. • The City will budget a contingency appropriation to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual fevenffes operating expendilt~res. (Correction to be consistent with policy on contingencies.) Wastewater Fund. This fund accounts for wastewater treatment and collection. Revenues are from charges taxes. Expenditures are for operations, capital construction, and retirement of debt. • The Wastewater Fund will maintain an unrestricted and undesignated balance of annual revenue of at least 15 percent in addition to any amount required by debt financing. This is the minimum needed to maintain the City's credit worthiness and to adequately provide for economic uncertainties and cash flow needs. • The Wastewater System Development Charges are included in the Wastewater Fund balance. This portion of the Wastewater Fund balance is restricted and shall not be used in determining the minimum fund balance. • The City will budget a contingency appropriation to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual Pevenffes- operating expenditures. (Correction to be consistent with policy on contingencies.) Electric Fund The Electric Fund accounts for the distribution of purchased electricity according to standards set forth by the Federal Energy Regulatory Commission. Revenues are from sale of electricity and other charges for services and intergovernmental grants. Expenditures are for related operations. Utility operations include wholesale power purchases, operating expenses, energy conservation incentives, capital outlay, retirement of debt, franchise tax, and related purposes. • The Electric Fund will maintain an unrestricted and undesignated balance of annual revenue of at least 12 percent. This is the minimum needed to maintain the City's credit worthiness and to adequately provide for economic uncertainties and cash flow needs. • No portion of the Electric Fund balance is restricted for specific uses. • The City will budget a contingency appropriation to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual operating expenditures. Telecommunications Fund The Telecommunications Fund accounts for the revenues and expenditures of the Ashland Fiber Network. • The Telecommunications Fund will maintain a minimum balance of 20 percent of annual revenue as was established in FY 2006-07. • The City will budget a contingency appropriation to provide for unanticipated non-recurring ezpendinmes or shortfalls in projected revenues The minimum contingency will be maintained at not less than 3 percent of annual operaiinp expenditures. (Correction to be consistent with policy on contingencies.) 5 Internal Service Funds Internal service funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost reimbursement basis. Internal service funds use full accrual accounting methods for financial statement presentations. However, the internal service funds use a modified accrual basis of accounting for budgetary purposes. This assures budgetary compliance with such expenditures as capital construction and acquisition as well as debt principal transactions. Central Services Fund. This fund is divided into Administration, Information Technolorv, Administrative Services, City Recorder, and Public Works Administration/Engineering. Expenditures are for personnel, materials and services and capital outlay for these departments. These functions are supported by charges for services by all direct service departments and divisions. (Correction in title.) • The Central Services Fund will maintain an unrestricted and undesignated balance of annual revenue of at least 3 percent. This is the minimum needed to maintain the City's credit worthiness and to adequately provide for economic uncertainties and cash flow needs. • No portion of the Central Services Fund balance is restricted for specific purposes. • The City will budget a contingency appropriation to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual operating expenditures. Insurance Services Fund. Revenues in this fund are from service charges from other departments, investment income, and insurance retrospective rating adjustments. Expenditures are for insurance premiums, self-insurance direct claims, and administration. • The Insurance Services Fund will maintain an unrestricted and undesignated balance of $400,000 as recommended in the June 1993 Risk Financing Study. This balance will be increased annually by the Consumer Price Index (CPI) to account for inflation. This is the minimum needed to maintain the City's insurance programs and provide for uninsured exposures. • No portion of the Insurance Services Fund balance is legally restricted for specific uses. The City will budget a contingency appropriation to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual operating expenditures. Health Benefirs Fund. Revenues in this fund are primarily from service charges from other departments, investment income and interfund loans as needed Expenditures are for insurance premiums, self-insurance direct claims, and administration. • The Insurance Services Fund will maintain an unrestricted and undesignated balance of $500,000 as recommended for self insurance programs. • The Health Benefits Fund balance is legally restricted for the employee health benefits program. The City will budget a contingency appropriation'to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual operating expenditures. Equipment Fund. This fund is used to account for the maintenance and replacement of the City fleet of vehicles and specified equipment. Revenues are from equipment rental charges. Expenditures are for personnel, materials and services, and capital outlay. This fund is divided into two functions: equipment maintenance and equipment replacement. The purpose of the equipment replacement function is to accumulate adequate funds to replace 6 equipment. This replacement schedule is updated annually. • No minimum fund balance is recommended beyond the amount calculated to sufficiently fund equipment replacement. • No portion of the Equipment fund balance is legally restricted for specific uses. The City has a policy of renting equipment at rates that include the replacement cost of the specific piece of equipment. • The City will budget a contingency appropriation to provide for unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual °.vs- operating expenditures. (Correction to be consistent with policy on contingencies.) Trust and Agency Funds Trust and agency funds account for assets held by a governmental unit in a trustee capacity or as an agent for individuals, private organizations, or governmental units, and/or other funds. These include (a) expendable trust funds, (b) non-expendable trust funds, (c) pension trust funds, and (d) agency funds. Cemetery Trust Fund. The Cemetery Trust Fund is a non-expendable trust fund that uses the accrual basis of accounting. Revenues are from interest income and perpetual care service charges on cemetery operations. Expenditures are for the repurchase of plots and transfers of earnings to the cemetery fund for operations. • No minimum fund balance policy is recommended. Discrete Components Unit Parks Parks and Recreation Fund (Parks General Fund) Revenues are from property taxes, charges for services, and miscellaneous sources. Expenditures are for parks, recreational, and golf course operations. • The City will budget a contingence appropriation to provider unanticipated non-recurring expenditures or shortfalls in projected revenues. The minimum contingency will be maintained at not less than 3 percent of annual operating expenditures. (Correction to be consistent with policy on contingencies.) • A fund balance policy is not needed since this found works on a reimbursement basis. (Added to be consistent with new process.) Parks Capital Improvements Fund. (Capital Projects Fund) This fund is used to account for resources from grants, payments for services, and inter-fund transfers that are to be expended for equipment purchases and major park renovations. The purpose is to accumulate funds Prior to a large construction project: therefore, there is no minimum find balance. (Added to be consistent with new process.) Revenues • The City will estimate its annual revenues by an objective, analytical process. Because most revenues are sensitive to conditions outside the City's control, estimates will be conservative. • The City will make every effort to maintain a diversified and stable revenue base to protect its operation from short-term fluctuations in any one revenue source. 7 With the exception oflerally restricted portions of tire fund balance. Council action equivalent to that taken to commit or assien fund balance can be done to unass&n it. • The City will establish charges for enterprise funds that fully support the total cost of the enterprise. Utility rates will be reviewed annually. Rates will be adjusted as needed to account for major changes in consumption and cost increases. • The City will charge user fees to the direct beneficiaries of City services to recover some or all of the full cost of providing that service. All user fees will be reviewed biannually to insure that direct and overhead costs are recovered in the percentage approved by City Council. • To the extent practicable, new development shall pay necessary fees to meet all identified costs associated with that development. • The City will work aggressively to collect all delinquent accounts receivable. When necessary, collection procedures will include termination of service, submission to collection agencies, foreclosure, and other available legal remedies. Expenditures • The City will provide employee compensation that is competitive with comparable public jurisdictions within the relative recruitment area. • Estimated wage increases and changes in employee benefits will be included in the proposed budget under Personnel Services. • The City is committed to maintaining and improving the productivity of its staff by providing a proper working environment, adequate equipment and supplies, and appropriate training and supervision. • A Social Service appropriation will be included in the proposed General Fund Budget. This appropriation will increase or decrease relative to the overall General Fund revenues. • An Economic, Cultural Development, Tourism and Sustainabilitv appropriation will be included in the proposed General Fund Budget. This appropriation will increase or decrease relative to the overall Transient Occupancy Tax Revenues. Purchasing • The City will purchase materials, supplies, and equipment through a competitive process that provides the best product for the least cost. ' Capital • The City will provide for adequate maintenance of equipment and capital assets. The City will make regular contributions to the Equipment Replacement Fund and the City Facilities budget to ensure that monies will be available as needed to replace City vehicles and facilities. • Future operating costs associated with new capital improvements will be projected and included in the long-term budget forecast. • The City will determine and use the most appropriate method for financing all new capital projects. • Special accounts dedicated for capital improvements will be segregated in the accounting system and used 8 only for the intended capital purposes. • The Capital Improvement Plan will encourage a level capital replacement schedule. Debts • The City will not use long-tens borrowing to finance current operations. • Capital projects, financed through bond proceeds, will be financed for a period not to exceed the useful life of the project. • Whenever possible, enterprise debt will be self supporting. Regardless of the type of debt issued, the City will establish a one-year reserve for all self-supporting debt. • The City will seek to maintain and improve its bond rating to minimize borrowing costs and to ensure its access to credit markets. • The City will keep the final maturity of general obligation bonds at or below 20 years, with the exception of water supply and land acquisition that will be limited to 30 years. • The City will maintain good communications with bond rating agencies about its financial condition. Risk Management • The City will provide an active risk management program that reduces human suffering and protects City assets through loss prevention, insurance, and self-insurance. 9 CITY OF ASHLAND Council Communication November 18, 2013, Study Session Discussion of Housing and Human Services Commission involvement in social service grant screening FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY Ashland has historically used a subcommittee of its Budget Committee to screen and rank applications for the social service grants it annually awards. At its September 3, 2013, business meeting, the Council discussed whether to have the newly created Housing and Human Services Commission play a role in this screening and ranking process. Though the Council did not make a decision on this, it voted to address this question before the end of 2013. BACKGROUND AND POLICY IMPLICATIONS: The City Council held first reading of an ordinance titled, "An Ordinance Amending Section 2.19 of the Ashland Municipal Code Dissolving the Housing Commission and creating the Housing and Human Services Commission consisting of nine appointed members," at its September 3, 2013, business meeting. The ordinance, as originally drafted, stated that the commission would "review and make recommendations to the City Council on City of Ashland Social Service Grant related allocations." During deliberations on the ordinance, there was considerable discussion of what role, if any, this new commission should play in screening and ranking applications for social service grants. Ideas discussed included retaining the language as written, having the commission make a recommendation to the Budget Committee or its subcommittee, or leaving the decision with the Budget Committee, as is done now. The Council reached no decision on this, but unanimously passed a motion to remove the social service grant language from the ordinance and "address this particular duty within the year 2013." An informal survey of other cities that provide social service grants found no consistent practice for screening and ranking grant applications and Ashland's process appears to be unique. FISCAL IMPLICATIONS: N/A STAFF RECOMMENDATION AND REQUESTED ACTION: N/A SUGGESTED MOTION: N/A Page I of 2 CITY OF ASHLAND ATTACHMENTS: Minutes of the September 3, 2013, business meeting Page 2 of 2 WAR ncgulm a Ily Vuw611 rvlccuug September 3, 2013, Page 5 of 7 2. Second reading by title only of an ordinance' titled, "An ordinance amending the City of Ashland Comprehensive Plan to adopt the Housing Needs Analysis as a supporting document to the City of Ashland Comprehensive Plan" Councilor Morris/Voisin m/s to approve Ordinance #3085. Roll Call Vote: Councilor Slattery, Marsh, Lemhouse, Rosenthal, Voisin, and Morris, YES. Motion passed. 3. First reading by title only of an ordinance titled, "An ordinance amending Section 2.19 of the Ashland Municipal Code dissolving the. Housing Commission and creating the Housing and Human Services Commission" Housing Program Specialist Linda Reid noted Resolution 2013-08 created a new Housing and Human Services Commission by merging the Housing and ad hoc Homelessness Steering Committee (HSC). The Committee and Commission met and reviewed mission statements, powers, and duties. They formed a sub-committee with two members from both the Housing Commission and HSC to create a mission statement, recommend powers, duties, and membership composition for the draft ordinance. The proposed ordinance incorporated the recommendations from the Housing Commission and HSC. Both groups recommended nine members. However, staff was proposing seven. Housing Commission Chair and HSC member Regina Ayars supported combining the groups and thought the new commission should have nine members. HSC Co-Chair Rich Rhode also supported the new commission having nine members. Councilor Rosenthal/Voisin m/s to approve First Reading by title only of an Ordinance titled "An Ordinance Amending Section 2.19 of the Ashland Municipal Code Dissolving the Housing Commission and creating the Housing and Human Services Commission consisting of nine appointed members and place on agenda for Second Reading. DISCUSSION: Councilor Rosenthal explained after reviewing what similar commissions did he supported nine members. Councilor Voisin thought staff wrote the proposed ordinance well and supported the motion. Councilor Lemhouse supported the concept but did not think the ordinance covered human services issues enough. Councilor Lembouse/Slattery m/s to remove Section 2.19.030(C). DISCUSSION: Councilor Lemhouse explained reviewing and making recommendations regarding social service grant allocations was a function of the Budget Committee and sub-committee. Because it went into the main budget, he thought it should remain with that group. Councilor Slattery agreed and was interested in the Commission making recommendations to the Council and Budget Committee. City Attorney Dave Lohman clarified the proposed ordinance would allow the Housing and Human Services Commission to make recommendations only to Council. Ms. Reid further clarified Section 2.19.030(C) did not intend to take the process from the Budget Committee only make recommendations similar to the CDBG (Community Development Block Grant) and social services grants process. Councilor Slattery wanted the Housing and Human Services Commission to make recommendations for social services grants at the right time to the Social Service Grant Budget Subcommittee. Ms. Reid confirmed grantees could not apply for social service grants outside of Housing and Human Services. Councilor Marsh thought Council needed to change the human service funding process. These were big decisions allocated to whoever volunteered from the Budget Committee and thought the Housing and Human Services Commission was better equipped for the task. She did not want to create a situation where the Housing and Human Services Commission was making recommendations while still going neguW ~"y u,uncn mt:eimg September 3, 2013 Page 6 of 7 through the budget process. The question was too big to resolve in context of the resolution and suggested discussing it with the Budget Committee during the interim budget to determine the best process for allocating that money. Councilor Voisin/Lemhouse m/s to amend the amendment by adding that the Council will address this particular duty within the year 2013. DISCUSSION: Councilor Voisin wanted to ensure the topic came back to Council for discussion. Councilor Lemhouse supported the amendment and possibly involving the Housing and Human Services Commission. Councilor Morris would not support the amendment citing there was not enough time. Councilor Voisin clarified her intention was allocating a Study Session or adding it to a regular meeting to discuss the parameters before going to the Budget Committee. Councilor Slattery agreed with Councilor Morris. Councilor Marsh noted the September 30, 2013 Budget Committee Budget Debrief and thought they could add the item to that agenda. Roll Call Vote: Councilor Lemhouse, Voisin, Rosenthal, Morris, Marsh, and Slattery, YES. Motion passed. Roll Call Vote on amended amendment: Councilor Lemhouse, Voisin, Rosenthal, Morris, Marsh, and Slattery, YES. Councilor Marsh/i embouse m/s to amend the Ordinance under 2.19.010 Purpose and Mission as the follows: "The Housing and Human Services Commission is charged with assessing and addressing the continuum of housing and human service needs in the community for the purpose of enhancing community health and well being." DISCUSSION: Councilor Marsh did not think the words "poverty-driven" gave full range to the concerns Council expressed in the past. Using "enhancing community health and well being," provided context on why the City had this community. Councilor Lemhousc agreed with Councilor Marsh and added the original purpose did not highlight the human services element as much he liked. Roll Call Vote: Councilor Lemhouse, Rosenthal, Morris, Marsh, and Slattery, YES; Councilor Voisin, NO. Motion passed 5-1. Councilor Lembouse/Marsh m/s to add to Section 2.19.030 Powers and Duties the following: "To promote programs that assist seniors, children and children/families in need in regards to utility, medical, transportation, and food assistance." DISCUSSION: Councilor Lemhouse wanted to ensure the Commission took on these issues. Councilor Marsh supported the amendment. Councilor Lemhouse deferred to staff if they thought the amendment should replace 2.19.030(G) To foster public knowledge and support of official city housing and human service programs. Roll Call Vote: Councilor Lemhouse, Rosenthal, Morris, Voisin, Marsh, and Slattery, YES. Motion passed. Councilor Lemhouse/Marsh m/s to add to Section 2.19.030 Powers and Duties the following: "To monitor issues and report to Council regarding complaints or compliance of equal housing laws." DISCUSSION: Councilor Lemhouse noted an incident of racial discrimination against renters that occurred in the past. Council did not receive notification of the situation and he wanted to ensure staff notified Council in the future and included incidents in an annual report. Councilor Marsh agreed it fell in the purview of the Housing Commission and now the new commission. Councilor Voisin wanted to use the words "fair housing" instead of "equal housing." Fair Housing included race and 7-8 other protected populations. Councilor Lemhousc responded the verbiage came from the federal equal housing laws under HUD (Department of Housing and Urban Development). He was open to changing it if staff determined it was necessary. Councilor Rosenthal thought the wording suggested a watchdog mentality and might imply investigative powers that could take on a life of its own. Councilor Lemhouse did not intend the Commission to have r,eguiar %,ny 1-ouncn meeung September 3, 2013 Page 7 of 7 investigative powers but provide contact information for people that experienced discrimination or issues relating to equal housing. City Administrator Dave, Kanner commented monitoring and reporting was significantly different from investigate and enforce. Staff would direct inquiries to the appropriate authorities and report back to Council on the complaints received and action taken. Councilor Rosenthal thought the amendment was too vague and with the absence of procedure and methodology would not support the amendment. Ms. Reid explained the City received CDBG funds and was required to further affirm fair housing and have a fair housing piece. The City had w fair housing ordinance that did not require compliance regarding discriminatory issues but staff recommended and referred people to agencies for complaints like HUD, BOLI (Bureau of Labor and Industries), and the Fair Housing Council of Oregon. The Housing Commission helped craft the fair housing ordinance and reviewed all reports staff submitted to HUD regarding fair housing activities the City conducted that included fair housing trainings, outreach, education, and any activities where staff engaged the Fair Housing Council of Oregon. Ms. Reid received complaints and forwarded them to the proper agencies. In general, staff and the Housing Commission did not report complaints to Council. Roll Call Vote: Councilor Lemhouse, Moms, and Marsh, YES; Councilor Rosenthal, Voisin, and Slattery, NO. Mayor Stromberg broke the tie with a YES vote. Motion passed 4-3. Councilor Marsh/Lembouse m/s to amend the motion and move Section 2.19.030 Powers and Duties (1) to position (A) under this section. DISCUSSION: Councilor Marsh explained the Commission's first responsibility was update and inform Council, make recommendations, and provide feedback regarding their work. Councilor Lemhouse agreed. Roll Call Vote on amendment: Councilor Lembouse, Rosenthal, Voisin, Slattery, Morris, and Marsh, YES. Motion passed. Roll Call Vote on amended main motion: Councilor Lemhouse, Morris, Marsh, Rosenthal, Voisin, and Slattery, YES. Motion passed. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS Councilor Voisin announced the AIR (Ashland is Ready) event sponsored by the Fire Department Saturday September 7, 2013, the Women's Self Defense Seminar September 20-21 at the Ashland Karate Academy and a presentation September 26 from 6:00-8:00 p.m. by Police Chief Terry Holdemess on The Police and Homeless in Ashland at the United Methodist Church. ADJOURNMENT Meetin adjourned at 9:42 p.m. arbara Christensen, City Recorder Joh Svo rg Mayor